At bruxelles scaling agile - v1.5 slideshare

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At bruxelles scaling agile - v1.5 slideshare

  1. 1. Agile at Large Scale A Return on Experience from a Large Project 1 © OCTO 2012
  2. 2. Who we are Mathieu Despriée – Senior Architect – Project Director, Lean & Agile practice leader @mdeocto Hervé Lourdin @HerveLourdin 2 © 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 SCRUM 3 © OCTO 2012
  4. 4. We will focus on differences we noticed at large scale 4 © 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: SCRUM 5 © 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 later 6 © OCTO 2012
  7. 7. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 7 © OCTO 2012
  8. 8. 1 CREATE THE FLOW 8 © OCTO 2012
  9. 9. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence 9 © OCTO 2012
  10. 10. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence 10 © OCTO 2012
  11. 11. TODO 11 © OCTO 2012 WIP DONE
  12. 12. At large scale, the Value Stream must be detailed Upstream & Downstream of the development phase 12 © OCTO 2012
  13. 13. …with an electronic version for geo-distributed teams 13 © OCTO 2012
  14. 14. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence 14 © OCTO 2012
  15. 15. Team ambassadors Team Lead Tech Lead 15 © OCTO 2012 Dev. Tester Methodological Coach Ops
  16. 16. Team Leaders Test Leader Ops Leader Problems Only 16 © OCTO 2012 Support Leader CTO
  17. 17. Multi-site demo France 3 teams Moldavia 3 teams Romania 1 team Vietnam 2 teams Skype 17 © OCTO 2012 Mikogo
  18. 18. CREATE THE FLOW Visualize The Flow Rituals At Large Scale Cadence 18 © OCTO 2012
  19. 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. 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. 21. The Lack Of FEED BACK 21 © OCTO 2012
  22. 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. 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. 24. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 24 © OCTO 2012
  25. 25. 2 QUALITY AT LARGE SCALE 25 © 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/Maven 26 © OCTO 2012
  27. 27. You Gonna Have To Test All That ! 27 © OCTO 2012
  28. 28. Specifying with Acceptance Tests sd 28 © OCTO 2012
  29. 29. Specifying with Acceptance Tests 29 © OCTO 2012 29
  30. 30. STOP THE LINE 30 © OCTO 2012
  31. 31. Software Factory Developers Site 2 Site 1 Site 3 SVN Business Analysts Green Pepper Continuous Integration Jenkins/Maven 31 © 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 day 0,5 day Failure Load Iteration beginning 34 © OCTO 2012 2 weeks Iteration end Time
  35. 35. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 35 © OCTO 2012
  36. 36. 3 36 © OCTO 2012 ADAPT YOURSELF TO THE FLOW
  37. 37. BETTER TO PUMP EVEN IF NOTHING HAPPENS THAN TO RISK SOMETHING WORSE HAPPENING BY NOT PUMPING 37 © OCTO 2012
  38. 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. 39 © OCTO 2012
  40. 40. Sprint planning Costs Coordination & Steering Value Added Work Iteration beginning 40 © OCTO 2012 Iteration end Time
  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” anymore 41 © 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 buffers 42 © OCTO 2012
  43. 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. 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. 45. Component Teams 45 © OCTO 2012
  46. 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. 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. 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. 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. 50. Cross-Techno Team Developers Team Leader 50 © OCTO 2012 Tester
  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 priorization 51 © OCTO 2012 51
  52. 52. Feature Team As a counterpart… 52 © OCTO 2012 52
  53. 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. 54. Communities of Practice 54 © 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 practices 55 © 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 On 57 © OCTO 2012
  58. 58. Collaborative Design 58 © OCTO 2012
  59. 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. 60. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 60 © OCTO 2012
  61. 61. 4 STEERING THE FLOW 61 © OCTO 2012
  62. 62. The Story Map, our Roadmap 62 © OCTO 2012
  63. 63. Story Points 63 © OCTO 2012
  64. 64. Story Points 64 © OCTO 2012
  65. 65. 65 © OCTO 2012
  66. 66. idea from Jeff Patton 66 © OCTO 2012
  67. 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. 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. 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. 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. 71. Agenda Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 71 © OCTO 2012
  72. 72. 5 IMPROVE 72 © OCTO 2012
  73. 73. Continuous Improvement Improve your tools Manage problems 73 © OCTO 2012
  74. 74. Continuous Improvement Improve your tools Manage problems 74 © 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 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. 78. Technical and Business Metrics as Feedback Loop Business Transactions € Load 78 © OCTO 2012 Customer Creations Mbps Connected clients
  79. 79. Continuous Improvement Improve your tools Manage problems 79 © OCTO 2012
  80. 80. Don’t shoot the messenger ! 80 © OCTO 2012
  81. 81. Establish a trust culture 81 © OCTO 2012
  82. 82. Retrospective 82 © 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. ! CONCLUSIONS 85 © 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 back 86 © 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 continuously 87 © OCTO 2012
  88. 88. ? QUESTIONS / ANSWERS 88 © OCTO 2012

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