Agile at Large Scale - Conference at Agile Tour Brussels

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Slides of our conference "Agile at Large Scale", at Agile Tour Brussels and LeanKanban France. By Mathieu DESPRIEE (@mdeocto) and Hervé LOURDIN (@HerveLourdin), from OCTO Technology.

It's a return on experience from a large project ; we explain how we managed a project involving up to 9 distributed teams, and near 100 people working together on building one software product. We moved from SCRUM to a Kanban + Lean approach to scale up.

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Agile at Large Scale - Conference at Agile Tour Brussels

  1. 1. Agile at Large Scale A Return on Experience from a Large Project1© OCTO 2012
  2. 2. Who we are Mathieu Despriée – Senior Architect @mdeocto Hervé Lourdin – Project Director, @HerveLourdin Lean & Agile practice leader2© OCTO 2012
  3. 3. Hypothesis You are not new with Agile You know what mean: User Story Story Point TDD Continuous Integration Retrospective You know SCRUM3© OCTO 2012
  4. 4. We will focus on differences we noticed at large scale4© OCTO 2012
  5. 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: SCRUM5© OCTO 2012
  6. 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 later6© OCTO 2012
  7. 7. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve7© OCTO 2012
  8. 8. 1 CREATE THE FLOW8© OCTO 2012
  9. 9. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence9© OCTO 2012
  10. 10. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence10© OCTO 2012
  11. 11. TODO WIP DONE11© OCTO 2012
  12. 12. At large scale, the Value Stream must be detailed Upstream & Downstream of the development phase12© OCTO 2012
  13. 13. …with an electronic version for geo-distributed teams13© OCTO 2012
  14. 14. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence14© OCTO 2012
  15. 15. Team Lead Tech Lead Dev. Tester Methodological CoachTeam ambassadors Ops15© OCTO 2012
  16. 16. Team Test Ops Support CTO Leaders Leader Leader Leader Problems Only16© OCTO 2012
  17. 17. Multi-site demo France 3 teams Moldavia 3 teams Romania 1 team Vietnam 2 teams Skype Mikogo17© OCTO 2012
  18. 18. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence18© OCTO 2012
  19. 19. Iteration Cost Model Costs Coordination & Steering Transaction Value Added Work Transaction Cost Cost Time Iteration beginning Iteration end*Source : David Anderson 19 © OCTO 2012
  20. 20. Iteration Cost Model Costs ~6 FTE Coordination & Steering Transaction Value Added Work Transaction Cost Cost 1 1 week week Time Iteration beginning TOTAL : 4 to 5 weeks Iteration end*Source : David Anderson 20 © OCTO 2012
  21. 21. The Lack Of FEED BACK21© OCTO 2012
  22. 22. On The Project Costs ~6 FTE Coordination & Steering Transaction Value Added Work Transaction Cost Cost 1 1 week week Failure Load Time Iteration beginning TOTAL : 4 to 5 weeks Iteration end*Source : David Anderson 22 © OCTO 2012
  23. 23. Objective : 2 weeks Costs ~6 FTE Coordination & Steering Value Added Work Transaction Cost 1 1 day week Failure Load Time Iteration beginning Iteration end*Source : David Anderson 23 © OCTO 2012
  24. 24. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve24© OCTO 2012
  25. 25. 2 QUALITY AT LARGE SCALE25© OCTO 2012
  26. 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/Maven26© OCTO 2012
  27. 27. You Gonna Have To Test All That !27© OCTO 2012
  28. 28. Specifying with Acceptance Tests sd28© OCTO 2012
  29. 29. Specifying with Acceptance Tests29© OCTO 2012 29
  30. 30. STOP THE LINE30© OCTO 2012
  31. 31. Software Factory Developers Site 2 Site 1 Site 3 SVN Business Green Pepper Analysts Continuous Integration Jenkins/Maven31© OCTO 2012
  32. 32. 32© OCTO 2012
  33. 33. You Build it? You Fix it!33© OCTO 2012
  34. 34. 2 weeks !! Costs Coordination & Steering Value Added Work 1 0,5 day day Failure Load Time Iteration beginning 2 weeks Iteration end34© OCTO 2012
  35. 35. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve35© OCTO 2012
  36. 36. 3 ADAPT YOURSELF36 TO THE FLOW© OCTO 2012
  37. 37. BETTER TO PUMP EVEN IF NOTHING HAPPENS THAN TO RISK SOMETHING WORSE HAPPENING BY NOT PUMPING37© OCTO 2012
  38. 38. Sprint Planning Costs Coordination & Steering Value Added Work 1 0,5 day day Failure Load Time Iteration beginning Iteration end38© OCTO 2012
  39. 39. 39© OCTO 2012
  40. 40. Sprint planning Costs Coordination & Steering Value Added Work Time Iteration beginning Iteration end40© OCTO 2012
  41. 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” anymore41© OCTO 2012
  42. 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 buffers42© OCTO 2012
  43. 43. Product Requirement Validation on DONEBacklog (using tests) the fly Acceptance & in PROD Dev Infra gtw BUFFER BUFFER BUFFER (perf, sécu…) CHECK POTENTIAL FLOW DISRUPTIONS 43 © OCTO 2012
  44. 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 questions44© OCTO 2012
  45. 45. Component Teams45© OCTO 2012
  46. 46. Component Teams FEATURE 1 Team A Component A Front Office FEATURE 2 FEATURE 3 Team B Component B FEATURE 4 Exchanges FEATURE 5 FEATURE 6 Team C Component C Back Office FEATURE 7 FEATURE 8 FEATURE 9 Team D Component D Batches FEATURE 1046© OCTO 2012
  47. 47. Component Teams FEATURE 1 Team A Component A Front Office FEATURE 2 FEATURE 3 Team B Component B FEATURE 4 Exchanges FEATURE 5 FEATURE 6 Team C Component C Back Office FEATURE 7 FEATURE 8 FEATURE 9 Team D Component D Batchs FEATURE 1047© OCTO 2012
  48. 48. Component Teams FEATURE 1 Team A Component A Front Office FEATURE 2 FEATURE 3 Team B Component B FEATURE 4 Exchanges FEATURE 5 FEATURE 6 Team C Component C Back Office FEATURE 7 FEATURE 8 FEATURE 9 Team D Component D Batchs FEATURE 1048© OCTO 2012
  49. 49. Feature Teams FEATURE 1 Tobacco Component A FEATURE 4 Team FEATURE 5 Demat. Component B FEATURE 3 Team FEATURE 6 FEATURE 8 Press Component C Team FEATURE 9 FEATURE 2 Telecom Component D FEATURE 7 Team49© OCTO 2012
  50. 50. Cross-Techno Team Developers Tester Team Leader50© OCTO 2012
  51. 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 priorization51© OCTO 2012 51
  52. 52. Feature Team As a counterpart…52© OCTO 2012 52
  53. 53. Feature Teams FEATURE 1 Tobacco Component A FEATURE 4 Team FEATURE 5 Demat. Component B FEATURE 3 Team FEATURE 6 FEATURE 8 Press Component C Team FEATURE 9 FEATURE 2 Telecom Component D FEATURE 7 Team53© OCTO 2012
  54. 54. Communities of Practice54© OCTO 2012
  55. 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 practices55© OCTO 2012
  56. 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. 57. Hands On57© OCTO 2012
  58. 58. Collaborative Design58© OCTO 2012
  59. 59. Today’s organisationFacilitation & methodology PRACTICE LEADERSRelease management .NET Java Tests Business FEATURE-TEAMS LEADERS Area A Business Area B Business Area C59© OCTO 2012
  60. 60. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve60© OCTO 2012
  61. 61. 4 STEERING THE FLOW61© OCTO 2012
  62. 62. The Story Map, our Roadmap62© OCTO 2012
  63. 63. Story Points63© OCTO 2012
  64. 64. Story Points64© OCTO 2012
  65. 65. 65© OCTO 2012
  66. 66. idea from Jeff Patton © OCTO 2012 66
  67. 67. Cumulative Flow Diagram (CFD) 250 200 INPUT QUEUE STUDY DEV - WIP STUDY DEV - DONEnumber of items 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 In Process : 30 User Stories 0 09/08… 11/08… 13/08… 17/08… 19/08… 23/08… 25/08… 27/08… 31/08… 02/09… 06/09… 08/09… 10/09… 14/09… 16/09… 20/09… 22/09… 24/09… 28/09… 30/09… 04/10… 06/10… 08/10… 12/10… 14/10… 18/10… 20/10… 21/10… 25/10… 27/10… 29/10… time 67 © OCTO 2012
  68. 68. Lead Time Distribution 13 12 Average = 11 σ = 12 11 n = 106 10 9 8Occurences 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 M L XL 68 © OCTO 2012
  69. 69. 69© OCTO 2012 Defects (20%) Features (50%) Improvements (30%) http://www.windhamsportspages.com/images/highschool/swimming/2008/122708/boy s/DSC_0779.gif
  70. 70. Metrics as of today Delivery: Every month: one major release Every week: one minor release Lead-time: DEV Q/A PROD M 4 weeks 4 to 6 weeks 10 WEEKS DEV Q/A PROD L 6 weeks 6 to 8 weeks 14 WEEKS70© OCTO 2012
  71. 71. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve71© OCTO 2012
  72. 72. 5 IMPROVE72© OCTO 2012
  73. 73. Continuous Improvement Improve your tools Manage problems73© OCTO 2012
  74. 74. Continuous Improvement Improve your tools Manage problems74© OCTO 2012
  75. 75. 75© OCTO 2012
  76. 76. DevOps Collaboration Share your toys !76© OCTO 2012 76
  77. 77. Software Factory • A totally automated build and Site 2 deployment pipeline Site 1 Site 3 • Deployment to server and terminals in one single click, whatever the target environment SVN • More than 100 deployment to production in 18 months Business Green Analysts Pepper Jenkins Dev Q/A Automated PROD deployment Ops (chef)77© OCTO 2012
  78. 78. Technical and Business Metrics as Feedback Loop Business Transactions Customer Creations € Mbps Load Connected clients78© OCTO 2012
  79. 79. Continuous Improvement Improve your tools Manage problems79© OCTO 2012
  80. 80. Don’t shoot the messenger !80© OCTO 2012
  81. 81. Establish a trust culture81© OCTO 2012
  82. 82. Retrospective82© OCTO 2012
  83. 83. YOU SAY IT ? YOU OWN IT !83© OCTO 2012
  84. 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
  85. 85. ! CONCLUSIONS85© OCTO 2012
  86. 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 back86© OCTO 2012
  87. 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 continuously87© OCTO 2012
  88. 88. ? QUESTIONS / ANSWERS88© OCTO 2012

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