AgileCamp 2014 Track 1: Accelerating Agile Enterprise Adoption with Scaled Agile Framework

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AgileCamp 2014 Track 1: Accelerating Agile Enterprise Adoption with Scaled Agile Framework, Richard Knaster, Principal, Scaled Agile Inc.

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AgileCamp 2014 Track 1: Accelerating Agile Enterprise Adoption with Scaled Agile Framework

  1. 1. Accelerating Agile Enterprise Adoption with the Scaled Agile Framework (SAFe) Be Agile. Scale Up. Stay Lean. Richard Knaster Principal Consultant, Thought Leader Scaled Agile, Inc.
  2. 2. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Keeping Pace o  We’ve had Moore’s Law for hardware and now software is eating the world o  Our development practices haven’t kept pace. Agile shows the greatest promise, but was developed for small, co-located teams o  We need a new approach that harnesses the power of Agile and Lean and applies to the needs of the largest software enterprises Our development methods must keep pace with an increasingly complex world driven by software
  3. 3. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. We thought we’d be programming like this
  4. 4. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. But sometimes it feels like this 4
  5. 5. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. The Management Challenge If you can’t change the system, who can? “It is not enough that management commit themselves to quality and productivity, they must know what it is they must do.” —W. Edwards Deming
  6. 6. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Can Teams fix this problem? Traditional Project model causes delays, friction and lower velocity . . . . . . CC 1 CC 3 CC 2 CC 4 Organization Project Effort Estimate CC1Effort CC2Effort CC3Effort CC4Effort Project A “project” requires collaboration of cost centers, assignment of people, budget and schedule It takes multiple budgets to build a single project budget Result: •  Slow, complex budgeting process •  Leads to utilization-based planning and execution •  Low program throughput •  “Move the people to the work.” Project Cost Estimate $ $ $ $ $
  7. 7. Be Agile
  8. 8. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. A Stark Choice of Approaches 4 444 : Documents Documents Unverified Code Software
  9. 9. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Unlock the Power – The Agile Manifesto Unlock the power of the individual and the team Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan AgileManifesto.org That is, while there is value in the items on the right, we value the items on the left more
  10. 10. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Accelerating Value Delivery Early value delivery accumulates and accumulates Time ValueDelivery
  11. 11. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Makes Money Faster TIME VALUEDELIVERY
  12. 12. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Delivers Better Fit for Purpose Time Waterfall result Agile result Measure of waterfall customer dissatisfaction
  13. 13. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Reduces Risk Risk Agile Waterfall Time Deadline ?
  14. 14. Scale Up
  15. 15. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scaling, You Have a Choice Blank Slate. Figure it out and grow it to suit you.
  16. 16. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. 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 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?
  17. 17. ©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 ® ® Spikes, Refactors, Other Epics span releases Features fit in releases Stories fit in iterations Agile Teams Architecture evolves continuously ® Release Management IterationsIterations Plan Team PSI Objectives Team PSI Obj. Team PSI Obj. Program PSI Objectives Product Owner Scrum/Agile Master Developers & Testers Program Portfolio Management Product Management Vision H I P TeamBacklogTeamBacklogTeamBacklog ReleasePlanning SystemDemo PSI/Release ReleasePlanning ReleasePlanning PSI/Release System Team Copyright © 2008-2013 Leffingwell, LLC Roadmap ProgramBacklog Lean EO EODemo&Retro Architectural Runway Agile Release Train delivers solutions doc doc Plan H I P Demo&Retro H I P H I P BO Sprint Goals Sprint Goals Metrics Deliver on Demand Develop on Cadence DevOps v 2.5 UX RTEArch. Value Respect KaizenFlow Management Support Business Epics Architectural Epics PortfolioBacklog Kanban PORTFOLIO VISION Them es Investm ent EA APM • 4 Backlog Manager • • • • • APM • 4 Additional Trend Reports System Repository 5 Enhanced Associations Platform 3 Contextual Navigation 1 Notifications APM • 4 Project Planning Wizard System Repository • 5 Automated Test Results • Test Suites Platform • 1 New Editors • 2 Delegated Admin • 3 Notifications II • Management Reporting & Real-time Notifications • Quality Management R4 R5 R6 Jan ‘12 March ‘12 May ‘12 n Backlog Manaager APM • 4 Additional Trend R APM • 4 Project Planning Wizard Simple, proven, and secure Enterprise Identity Bridge for inbound and outbound identity management. Enables single sign-on, federated identity management, mobile identity security, API security and social identity integration. • Integrates with your Enterprise infrastructure • Supports employee, customer, partner and consumer use cases • Fast and flexible deployment Simple, proven, and secure E PingFederate Federate Token Authorization Browsers DeskTop Application Pass Access Policy Management & Adaptive Federation chains, rules, identity attribute aggregation and token authorization combine your existing authentication methods with user profile data to customize user access scenarios and extend your security policies to the Cloud. Cloud User Provisioning Automatically create, update and disable user accounts for cloud applications whether you’re synchronizing your directory to a cloud app or you’re a cloud business creating accounts just in time based on incoming assertions. QCode Quality VALUESTREAMS EXE EXE ScaledAgileFramework.com Synchronizes alignment, collaboration and delivery for large numbers teams CORE VALUES 1.  Program Execution 2.  Alignment 3.  Code Quality 4.  Transparency
  18. 18. Every Team Must Be on the Train Waterfall doesn’t iterate Delay! Planned release MRD PRD SRS Dev Drop 1 to QA Drop 2 to QA Test drop 1 Test drop 2 Release Agile Iterates Iterate Iterate Iterate Iterate Iterate Iterate Can’t integrate here PSI Deferred risk, late integration. Boom.
  19. 19. Cadence Alone is Not Enough ...time spent thinking you are on track……. Integrate and slip! System PSI PSI Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate Iterate PSI Iterate Iterate Iterate Iterate Iterate Iterate
  20. 20. 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
  21. 21. ©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. SAFe Delivers Business Results Increase in employee engagement 20-50% increase in productivity 30-75% faster time to market 50%+ defect reduction 22
  22. 22. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Case Studies ScaledAgileFramework.com/case-studies
  23. 23. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Lean Thinking Provides the Tools We Need
  24. 24. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Goal: Speed, Quality, Value 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
  25. 25. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Goal: Speed, Quality, Value 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 Don Reinertsen Principles of Product Development Flow
  26. 26. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Nothing Beats an Agile Team ²  Teams operate under program vision, system, architecture and user experience guidance ²  Empowered, self-organizing, self-managing cross-functional teams ²  Valuable, fully-tested software increments every two weeks ²  Scrum project management practices and XP-inspired technical practices; value described by Stories
  27. 27. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. That Focuses on Code Quality You can’t scale crappy code Code Quality Provides o  Higher quality products and services, customer satisfaction o  Predictability and integrity of software development o  Development scalability o  Higher development velocity, system performance and business agility o  Ability to innovate Agile Architecture Continuous Integration Test-First Refactoring Pair Work Collective Ownership
  28. 28. ©2008-2014 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 Remember there are two systems at work here! 29
  29. 29. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scale to the Program Level (Team of Teams) ²  Self-organizing, self-managing team-of-agile-teams ²  Continuous value delivery ²  Aligned to a common mission via a single backlog ²  Common sprint lengths and estimating ²  Face-to-face planning cadence for collaboration, alignment, synchronization, and assessment ²  Value Delivery via Features and Benefits
  30. 30. ©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
  31. 31. ©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
  32. 32. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Scale to the Portfolio ² Centralized strategy, decentralized execution ² Investment themes provide operating budgets for trains ² Kanban systems provide portfolio visibility and WIP limits ² Enterprise architecture is a first class citizen ² Objective metrics support governance and kaizen ² Value description via Business and Architectural Epics
  33. 33. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Agile Program Portfolio Management Fulfills its responsibilities while enabling lean and agile practices for better 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
  34. 34. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. On “Managing” Knowledge Workers Knowledge workers know more about the work they perform than their bosses. —Peter Drucker •  Workers themselves are best placed to make decisions about how to perform their work. •  To effectively lead, the workers must be heard and respected. •  Knowledge workers have to manage themselves. They have to have autonomy. •  Continuing innovation has to be part of their work, the task, and the responsibility of knowledge workers.
  35. 35. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Lean Foundation: Leadership !  Management is trained in lean thinking !  Bases decisions on this long term philosophy 1.  Take a Systems View 2.  Embrace the Agile Manifesto 3.  Implement Product Development Flow 4.  Unlock the Intrinsic Potential of Knowledge Workers
  36. 36. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Conclusion The foundation of Lean is LEADERSHIP The foundation of SAFe is YOU
  37. 37. Next Steps
  38. 38. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. Next Steps Agile Software Development Series Alistair Cockburn and Jim Highsmith, Series Editors Agile Software Requirements Lean Requirements Practices for Teams, Programs, and the Enterprise Dean Leffingwell Foreword by Don Reinertsen ü  Browse the framework ü  Read the book ü  Build your expertise with training and certification ü  Accelerate value delivery with your first Agile Release Train ü  Get help from the experts at ScaledAgile.com and ScaledAgilePartners.com ü  Join the community at community.ScaledAgile.com Become a SAFe Lean Thinking Manager-Teacher Launch Agile Release Trains Leverage the Community
  39. 39. ©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
  40. 40. Where can I learn more? ScaledAgilePartners.com community.scaledagile.com ScaledAgileFramework.com Browse the Framework Read the Book Agile Software Requirements Get Training, Certification and Courseware Adapt it to your Enterprise with Enterprise SAFe™ Launch an Agile Release Train ScaledAgileAcademy.com ScaledAgile.com/ESAFe ScaledAgile.com/ART Get help from the experts and the extensive service delivery Partner community Join the Scaled Agile Framework Community

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