Foundations of the Scaled Agile Framework: Be Agile. Scale Up. Stay Lean. And Have More Fun.

  • 1,428 views
Uploaded on

Recording of this presentation: http://youtu.be/H_752O8P_Bs …

Recording of this presentation: http://youtu.be/H_752O8P_Bs
More info DevOps Community: http://bit.ly/DevOpsSAFe

More in: Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,428
On Slideshare
0
From Embeds
0
Number of Embeds
4

Actions

Shares
Downloads
64
Comments
0
Likes
5

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. © 2014 IBM Corporation1 Foundations of the Scaled Agile Framework: Be Agile. Scale Up. Stay Lean. And Have More Fun. (April 1, 2014) Host: Jean-Louis (JL) Marechaux IBM Worldwide Technical Enablement and CoP leader : CLM-IT and Agile  Visit the DevOps community: http://bit.ly/dwDevOps Worldwide Technical Enablement | IBM Rational Software Dean Leffingwell Chief Methodologist and Founder Scaled Agile Framework Welcome to the developerWorks DevOps Technical Chats The webinar will begin momentarily.... Jennifer Fawcett VP Scaled Agile Academy
  • 2. © 2014 IBM Corporation2 DevOps Community Community space for DevOps practitioners – Forums, blogs, events – Share stories, practices, and tips on DevOps and Agile adoption – http://bit.ly/dwDevOps Agile Learning Circle - Educational material to learn on Agile (including SAFe soon) http://ibm.co/agile-learning-circle (not a typo, ibm.co is a bitly shorten URL)
  • 3. © 2014 IBM Corporation3 After this live webinar... Continue the discussion on DevOps blogs and forums: → http://bit.ly/dwDevOps Review the blog entry for this session: → http://bit.ly/DevOpsSAFe (share the link!) → Presentation materials, session recording and useful links Check upcoming events on a regular basis → http://bit.ly/DevOpsEvents Register for the next technical webinar: → Agility and integration in an heterogeneous environment: http://bit.ly/1j9U3ug
  • 4. 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. By Dean Leffingwell SAFe Foundations: Be Agile. Scale Up. Stay Lean. And Have More Fun. IBM DevOps Community April 1, 2014
  • 5. 2© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Keeping Pace !  Our modern world runs on software. !  What 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 haven’t kept pace !  Agile shows the greatest promise, but was developed for small teams !  We need a new approach – one that harnesses the power of Agile and Lean – but applies to the needs of the largest software enterprises Our development methods must keep pace with an increasingly complex world
  • 6. 3© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. We Thought We’d be Programming Like This
  • 7. 4© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. But Sometimes It Feels Like This
  • 8. 5© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. We Have a Choice of Approaches 4 444 : Documents Documents Unverified Code Software
  • 9. 6© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Accelerating Value Delivery Early value delivery accumulates and accumulates Time ValueDelivery
  • 10. 7© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Makes Money Faster TIME VALUEDELIVERY
  • 11. 8© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. First, Some Thoughts on Agile Methods !  Scrum –  Works great. Less filling. Ubiquitous. Scrumptious. Let’s Sprint. !  Extreme Programming –  Really great code from really great coders. We can scale great code. Extremely useful. Let’s Program with it. !  Kanban –  Clear thinking on flow, demand management and limiting wip. Let’s flow, limit WIP and manage demand with it. !  But if these innovative methods don’t have the native constructs to address the view beyond the team − the enterprise and systems view − shouldn’t we do something about that? !  And, on behalf of millions of practitioners, working on really big systems in really big companies, and struggling badly with existing approaches, don’t we have an obligation to try?
  • 12. 9© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scaling, You Have a Choice You have a blank slate. Figure it out what works and grow it to suit you.
  • 13. 10© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Or Start with A Proven Framework A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale ! Synchronizes alignment, collaboration and delivery for large numbers teams Core values: 1.  Code Quality 2.  Program Execution 3.  Alignment 4.  Transparency http://ScaledAgileFramework.com
  • 14. 11© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. What’s Behind the Framework?
  • 15. 12© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. SAFe Roots Lean, Systems Thinking Principles of Product Development Flow Agile Development Field experience at enterprise scale Iterative and Incremental Development
  • 16. 13© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Lean Thinking Provides Thinking Tools Respect for People Product Development Flow Kaizen
  • 17. 14© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Goal: Speed, Value, Quality THE GOAL !  Sustainably shortest lead time !  Best quality and value to people and society !  Most customer delight, lowest cost, high morale, safety All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non-value added wastes. – Taiichi Ohno 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. – Al Shalloway Respect for People Product Development Flow Kaizen
  • 18. 15© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Product Development Flow 1.  Take an economic view 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 8.  Decentralize control Reinertsen, Don. Principles of Product Development Flow Respect for People Product Development Flow Kaizen
  • 19. 16© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Reduce Batch Size Small batches go through the system faster with lower variability !  Large batch sizes increase variability !  High utilization increases variability !  Severe project slippage is the most likely result ! Reducing batch size –  Reduces cycle time; faster feedback –  Decreases variability and risk ! Most important batch is the transport (handoff) batch ! Proximity (co-location) enables small batch sizesProject slippage rises exponentially with duration Fig. Source: Poppendieck. Implementing Lean Software Development Reinertsen, Don. Principles of Product Development Flow
  • 20. 17© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Visibility and WIP Constraints Question: How is this team doing? How do you know that? What would be the affect of a three story WIP constraint on Dev and Test Today
  • 21. 18© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Let’s Look at the Framework
  • 22. 19© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Nothing Beats an Agile Team !  Empowered, self-organizing, self-managing cross- functional teams !  Valuable, fully-tested software increments every two weeks !  Scrum project management practices and XP-inspired technical practices !  Teams operate under program vision, system, architecture and user experience guidance !  Value description via User Stories
  • 23. 20© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. That Focuses on Code Quality You can’t scale crappy code Agile   Architecture   Con/nuous   Integra/on   Test-­‐First   Refactoring   Pair  Work   Collec/ve   Ownership   Code Quality Provides: !  Higher quality products and services, customer satisfaction !  Predictability and integrity of software development !  Development scalability !  Higher development velocity, system performance and business agility !  Ability to innovate Code Quality
  • 24. 21© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Systems Must be Managed A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system. . . . The secret is cooperation between components toward the aim of the organization. – W. Edwards Deming
  • 25. 22© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scale to the Program Level ! Common sprint lengths and estimating ! Face-to-face planning cadence for collaboration, alignment, synchronization, and assessment ! Value description via Features and Benefits ! Self-organizing, self-managing team-of-agile-teams ! Continuous value delivery ! Aligned to a common mission via a single backlog
  • 26. 23© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Synchronize to Assure Delivery PSI Sys 1 Sys 2 Sys 3 Sys 4 Sys 5 Sys 6 Sys 7 Sys 8 Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate PSI PSI PSI Continuous Integration Continuous Integration PSI
  • 27. 24© 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
  • 28. 25© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Cadence-Based Cross-Functional Planning !  Two days every 8-12 weeks !  Most attend in person !  Product/Program Management/System Engineering owns feature priorities !  Development team owns story planning and high-level estimates !  Architects, systems engineers work as intermediaries for interfaces, and dependencies Cadence-based Planning meetings are the “pacemaker” of the agile enterprise
  • 29. 26© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. DevOps 1.  Build and maintain a production- equivalent staging environment 2.  Maintain development and test environments to better match production 3.  Deploy to staging every sprint; deploy to production frequently 4.  Put everything under version control 5.  Start creating the ability to automatically build environments 6.  Start automating the actual deployment process Tangible value occurs only when the end-users are successfully operating the software Deployment pipeline streamlines delivery
  • 30. 27© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scaling to the Portfolio “A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system.” – W. Edwards Deming
  • 31. 28© 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 trains !  Kanban systems provide portfolio visibility and WIP limits !  Objective metrics support governance and kaizen !  Value description via Business and Architectural Epics
  • 32. 29© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Agile Program Portfolio Management Supporting lean and agile practices for business results 4.  Decentralized, rolling-wave planning 5.  Agile estimating and planning 6.  Self-managing Agile Release Trains 1.  Decentralized decision-making 2.  Demand management; continuous value flow 3.  Lightweight epic business cases 7.  Objective, fact- based measures and milestones
  • 33. 30© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Winning is More Fun?
  • 34. 31© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Better Quality is More Fun ü  44% decrease in post release defects ü  76%+ decrease in time to respond to customer request ü  “greatest thing Mitchell has done in my 14 years here”
  • 35. 32© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. More Engaging Work Environments ü  Average delivery cycle time down from 12 month to 3 months ü  6X increase in delivery frequency ü  50% cost to deliver reduction ü  95% decrease in product defects ü  100% projects delivered on time and on budget ü  Happy project sponsors ü  Happy teams
  • 36. 33© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Faster Time to Market with Higher Quality ü  Field issue resolution time: down 42% ü  Warranty Expense: down 50% ü  Time to production: down 20% ü  Time to market: 20% faster ü  Employee engagement: Up 9.8%
  • 37. 34© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Higher Engagement is More Fun ü  Substantially improved communication with peer teams, program stakeholders, and domain and technical experts ü  Teams were able to commit to a realistic plan ü  Better alignment to the key program priorities ü  Teams understand “why are we doing this important work”
  • 38. 35© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Management Challenge It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. If you can’t change the system who can? - W. Edwards Deming
  • 39. 36© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Lean Foundation: Leadership 1.  Take an economic view of the full value chain 2.  Embrace the Agile Manifesto 3.  Develop people, not things 4.  Own the system of which they speak 5.  Decentralize control 6.  Unlock the intrinsic motivation of knowledge workers 7.  Implement software development flow. Visualize work. Manage work in process. 8.  Build high-performing Agile teams Respect for People Product Development Flow Kaizen Lean Thinking Manager-Teachers !  Management is trained in lean thinking !  Bases decisions on this long term philosophy
  • 40. 37© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Conclusion ! The foundation of Lean is leadership ! The foundation of SAFe is you
  • 41. 38© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. DevOps 1.  Build and maintain a production- equivalent staging environment 2.  Maintain development and test environments to better match production 3.  Deploy to staging every sprint; deploy to production frequently 4.  Put everything under version control 5.  Start creating the ability to automatically build environments 6.  Start automating the actual deployment process Tangible value occurs only when the end-users are successfully operating the software Deployment pipeline streamlines delivery