Achievements and Lessons Learned Introducing Large Scaled Agile Development

Robert Dietze
Stefan Wunder
AVL List GmbH
(Headquarters)
JOURNEY TO ALASKA
Achievements and lessons learned introducing
large scale agile development

Robert Dietze, Stefan Wunder | ITS-I / I_Q | 28 Juni 2016 | 3Public
INTRODUCTION

RESEARCH &
DEVELOPMENT
10% of turnover in-
house R&DEXPERIENCE
65 years !
GLOBAL PRESENCE
 30 engineering
locations with 220
test beds
 45 affiliates
STAFF
 8,600 employees
 65% engineers &
scientists
AVL LIST GMBH
TURNOVER 2016
1.4 billion €
Passenger Cars Racing2-Wheelers
Construction Commercial VehicleAgriculture
Locomotive Power PlantsMarine
Powertrain Engineering
Simulation & Testing
Development Platform
ITS –
Instrumentation
& Test Systems

INSTRUMENTATION & TEST
SYSTEMS (ITS)
ITS-I
Integration
Software
Products

ITS-I FACTS
6 Development Centers 46 Agile Development Teams
½ to 2 Year Release Cycles20 Software Products

AGILE JOURNEY TO ALASKA
Q3 / 2011
Introduction of agile teams
2012
Agile Development Center Zagreb
2013
More teams switch to agile, experiments
with scaling in product context
May / 2014
Kickoff Definition of ALASKA
Oct / 2014
Roll-out of ALASKA
Nov / 2014
Start of Agile Programs
Dec / 2015
First year of ALASKA, Kick off ALASKA Wave#2
Improvement Project
Today
11 Program Iterations
done
ALASKA = AVL‘s Lean and Agile Software Development Process with Kaizen

WHY ALASKA (AND NOT STOP AT
SCRUM)?
Mount Mc Kinley (Denali) 2012 061 by agmur is licensed under CC BY-ND 2.0
Coordination of 250 developers
in 46 teams
Common portfolio vision necessary
Alignment of system releases and
development teams regarding
value, content, and schedule.
Management of work instead of
management of resources on all levels
of the organization

ALASKA IS TAILORED SAFE 3.0
 5 agile release trains (programs)
 Additional role in product management
 Fixed cadence for all teams and programs
 5 program iterations (PI) per year
 1 PI has 4 development and 1 IP sprint
 2 week sprints
 Adapted terminology
 ART = Agile Program
 RTE = Agile Program Manager
 PI = Program Iteration
 Scrum Master = Agile Master
+ Agile Coach
+ Customer project co-ordination
+ Maintenance co-ordination
+ Test Center for System Validation

THE CHANGE PROJECT
Alaska RR by Ron Reiring is licensed under CC BY 2.0

THE CHANGE PROJECT
Process Definition Communication
Implementation Lessons Learned
Oh what a beautiful morning by JLS Photography - ALASKA is licensed under CC BY-NC-ND 2.0

THE CHANGE PROJECT
Process Definition
Central Sharepoint documentation
15 work groups with experts for
different process areas including
~ 75 participants

THE CHANGE PROJECT
CommunicationRegular information meetings
Bi-weekly internal newsletter
&
Enterprise Social Network
Branding: Posters, Flyers,
Stickers, Planning Poker cards

THE CHANGE PROJECT
Implementation
Role-based trainings Staffing
Content preparation

THE CHANGE PROJECT
Lessons Learned
Involve all stakeholders early Make sure tools are available
Do not be afraid of change in
the change project

ALASKA IN PRACTICE

Backlog Items
ALASKA ON TEAM LEVEL
Agile Team
Development
Team
Development
Owner (DO)
Agile Master
(AM)
DO Dev
Team
DO
AM
Team
Team Backlog
User Story
Architectural Story
Defect
Spike

Program Iteration
(10 weeks)
Program Iteration
(10 weeks)
ALASKA ON PROGRAM LEVEL
Program Backlog Grooming
Release
Planning
Preparation Release
Planning
Meeting
Program Iteration Progress
Inspect &
Adapt
Meeting
Program
Increment
Done
On Demand: Prepare
Market release
Product
Management
System
Architect
Agile
Program
Manager
Program
Steering
System
Team
Feature
Team
Component
Team
Program
Backlog

DISTRIBUTED RELEASE PLANNING MEETINGS
Communication with India Draft Plan Review
Planning Board
Breakout Session
Final Plan Review

INSPECT & ADAPT MEETINGS
Program RetrospectiveSolution Demo

OUTCOMES OF IP SPRINTS
Virtual Testbed Testbed Data on Mobile App

IMPLEMENTATION OF KAIZEN
Kaizen-2.svg by Majo statt Senf is licensed under CC BY-SA 4.0

CONTINUOUS IMPROVEMENT
Organizational Level
Team Level
 Coaching of Agile Teams
 Assessment of Team Maturity
Program Level
 Problem Solving Workshops
 ALASKA Wave#2 Project

COMMUNITIES OF PRACTICE
Agile Master Agile Testing Code Quality
Architecture Xray
The Noun Project by Edward Boatman is licensed under CC BY 3.0

AGILE TESTING &
CODE QUALITY COP OUTCOMES
Doncaster Knights by Alan is licensed under CC BY-NC-ND 2.02014-04-05_06-58-01 by Jakob Hürner is licensed under CC BY-NC-ND 2.0
Standard Tools Package Software Quality Trainings
Software Quality Baseline Dev Cafes

AGILE MASTER COP
Agile Master Exchange Regular Book Reviews
Book Club Discussion by Alper Çuğun is licensed under CC BY 2.0
Share Practices
iron filings tracing the magnetic field of a bar magnet by Dayna Mason is licensed under CC BY-NC-SA 2.0
Aligment
Retrospectives
Retrospectives

Peer Group Coaching
Every 2-3 months
COACHING PROCESS
Meeting Checkup
Every 6-12 months
Monthly AM Coaching
Initial Meeting
Checkup & AM
Coaching
AM as AM Coach

Project Leader
Development Project
DECENTRALIZATION OF
RESPONSIBILITIES
Scope
Management
Work
distribution
Budget
Duration
Product
Release
Dependencies
Staffing
Annual budget for
products fixed is based
on team size
Fixed development
cadence and releases
planned every 10 weeks
Team assignement and
sizes relatively stable
Teams organize their
work based on backlog
priorities
Product Owner
Hierarchy: Product
Manager, Content
Manager, Development
Owner
Development Teams,
System Team, Test
Center, Release
Coordination Meeting
Release Planning
Meeting, Scrum-of-
Scrums, Release
Coordination & Program
Steering Meetings
We don‘t
need a
single hero!

CONCLUSIONS

LESSONS LEARNED
Fix terminology early in order to prevent
discussions later
Communication, training and coaching
never stops
Doncaster Knights by Alan is licensed under CC BY-NC-ND 2.0
Communities of practices foster
collaboration across boundaries
20th July 2013 Berlin Mini Game Dev Jam by Iwan Gabovitch is licensed under CC BY 2.0
Use information radiators with meaningful
metrics

PERCEIVED IMPROVEMENTS
More frequent releases Higher transparency of development process
Better alignment of overall output More Focus on results instead of metrics
UPS parcel route driver by MobiusDaXter is licensed under CC BY-SA 3.0 Transparency by HonestReporting is licensed under CC BY-SA 2.0

CHALLENGES AHEAD
Change of culture & mindset towards agile
enterprise
Systems Engineering
Release in-time and in-quality on system level Establish cross-product roadmaps with
unambiguous priorities

Achievements and Lessons Learned Introducing Large Scaled Agile Development

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