Agile DC 2013 - Comparing Scaled Agile Framework (SAFe) with Disciplined Agile Delivery (DAD)

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Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.

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Agile DC 2013 - Comparing Scaled Agile Framework (SAFe) with Disciplined Agile Delivery (DAD)

  1. 1. Agilex www.agilex.com Comparing Scaled Agile Approaches: Scaled Agile Framework (SAFe) & Disciplined Agile Delivery (DAD) Rodney Bodamer - Agile Coach, SAFe SPC, CSP Greg Pfister - VP Agile Practices, SAFe SPC, CSP Presented by:
  2. 2. Agilex www.agilex.com Assumptions– AgileFoundations
  3. 3. Agilex www.agilex.com KeyCharacteristicsof AgileDelivery Agile Principles and Values Agile Manifesto Values & Principles (DAD and SAFe) Transparency, Program Execution, Code Quality, Alignment (SAFe) Source: National Audit Office review of literature
  4. 4. Agilex www.agilex.com Whatdo we meanbyscaling?
  5. 5. Agilex www.agilex.com LargeScale AgileProgramTeams 4+ Service and Support Teams ProductManagement ReleaseManagement DevOpsTeam ArchitectureTeam 10+ Delivery Teams
  6. 6. Agilex www.agilex.com ScaledAgile Framework(SAFe)“BigPicture” Well defined and proven knowledge base for implementing agile practices at enterprise scale Scales successfully to large numbers of practitioners and teams Building off of Scrum, XP, and Lean agile development approaches Synchronizes alignment, collaboration and delivery Elaborated in books: Agile Software Requirements (2011) and Scaling Software Agility (2007) ® “Big Picture” highlights the individual roles, teams, activities and artifacts necessary to scale agile from the team to program to the enterprise level Source: Scaledagileframework.com
  7. 7. Agilex www.agilex.com ScaledAgile Framework(SAFe) – 3 Levels 7
  8. 8. Agilex www.agilex.com Scale to thePortfolioLevel Roles/Teams • Enterprise Architect • Epic Owner • Program Portfolio Management Events • Strategic Investment Planning • Kanban Portfolio (Epic) Planning Artifacts • Investment Themes • Business and Architecture Epics • Portfolio Backlog • Portfolio Vision • Metrics
  9. 9. Agilex www.agilex.com Scale to theProgramLevel Roles/Teams • Product Management • Release Management • System Team • DevOps • Business Owners • System Architect • Release Train Engineer • UX Architect Events • PSI/Release Planning • System Demo • Inspect & Adapt Workshop Artifacts • Product Roadmap • Vision • Program Backlog • Team Backlog • NFRs • Architecture Runway • Business and Architecture Features • PSI Objectives • Metrics
  10. 10. Agilex www.agilex.com AgileTeam Level Roles/Teams • Agile Teams • Product Owner • Scrum/Agile Master Events • Sprint Planning • Backlog Grooming • Daily Stand-up • Sprint Demo • Sprint Retrospective • HIP Sprints Artifacts • Team Backlog (incl. NFRs) • Team PSI Objective • Sprint Goals • Working Software • Spikes • Metrics
  11. 11. Agilex www.agilex.com DisciplinedAgileDelivery(DAD)DeliveryProcess “DAD is a goal-driven process framework that is people-first, learning-oriented hybrid agile approach to IT solution delivery. It has a risk-value lifecycle, goal-driven and scalable” Hybrid, end-to-end agile delivery lifecycle with tailoring strategies Building off of Scrum, XP, and Lean agile development approaches and methods Scalable, people first, learning oriented, agile, goal-driven, enterprise aware, risk and value driven Guidelines for governing enterprise teams in an agile manner Elaborated in the book: Disciplined Agile Delivery (2012 Source: Disciplined Agile Delivery, Ambler
  12. 12. Agilex www.agilex.com DisciplinedAgileDelivery(DAD)“BigPicture” Source: Disciplined Agile Delivery, Ambler
  13. 13. Agilex www.agilex.com DADInception • Form initial Teams • Identify the vision for the project and get approved • Align with enterprise direction • Identify initial technical strategy, requirements, and release plan • Set up work environment • Secure funding • Identify risks i INCEPTION Goals for Inception Phase Source: Disciplined Agile Delivery, Ambler
  14. 14. Agilex www.agilex.com DADConstruction • Produce a potentially consumable solution • Address changing stakeholder needs • Move closer to deployable release • Maintain or improve upon existing levels of quality • Prove architecture early Goals for Construction Phase CONSTRUCTION- ITERATIVE c
  15. 15. Agilex www.agilex.com DADConstruction • Produce a potentially consumable solution • Address changing stakeholder needs • Move closer to deployable release • Maintain or improve upon existing levels of quality • Prove architecture early Goals for Construction Phase CONSTRUCTION- INTEGRATED c
  16. 16. Agilex www.agilex.com DADTransition • Ensure the solution is production ready • Ensure the stakeholders are prepared to receive the solution • Deploy the solution into production TRANSITION t Goals for Transition Phase
  17. 17. Agilex www.agilex.com DADScalingFactorsandGovernance DAD Scaling Factors DAD Governance Strategies • Scaled IT projects are governed in some way • DAD supports different governance types • Scope and breadth of governance adapts with work environment • Leverage existing corporate assets to address issues that optimize performance • Push decisions to local level wherever possible Team Size Geographic Distribution Organizational Distribution Compliance Domain Complexity Technical Complexity 2 Co-located Single Division None Straightforward Straightforward 1000s Global Outsourcing Life Critical Very Complex Very Complex Copyright 2013 Scott Ambler + Associates
  18. 18. Agilex www.agilex.com • Legislation • Budget • Policy • Directives • Architectural Standards • Data Exchange Standards • Hosting Strategies • Security Standards SAFe roles with software development lifecycle documentation responsibilities Program Portfolio Mgmt • Quad Chart (MS 0) • IPT Charter (MS 0) • BRD (MS 0) • Project Charter (MS 0) • Acquisition Strategy (MS 0) Product and Release Management • PMP (MS 1) • Transition Plan (MS 1) • Risk Register / Log (MS 1) • Outcome Stmt (MS 1) • Version Descrip Doc (MS 2) • Deployment Plan (MS 2) • Lessons Learned (MS 3) Shared Resources • Operational Accept Plan (MS 1) • Accept Criteria Plan (MS 1) • Reqs Specification Doc (MS 1) • Sys Security Plan (MS 2) • Production Ops Manual (MS 2) • Security Guide (MS 2) • 508 Certification (MS 2) • ATO (MS 2) • Privacy Impact Assess (MS 2) • User Guide (MS 2) • SLA (MS 2) System Architect • System Design Doc (MS 1) System Team • Test Evaluation (MS 2) • Master Test Plan (MS 2) SampleGovernmentDeliverablesandSAFeAlignments
  19. 19. Agilex www.agilex.com
  20. 20. Agilex www.agilex.com Inceptioni c ti c Construction t Transition c ti
  21. 21. Agilex www.agilex.com Inceptioni c Construction t Transition Identify, prioritize, select and fund projects i
  22. 22. Agilex www.agilex.com Inceptioni c Construction t Transition i i INCEPTION
  23. 23. Agilex www.agilex.com Inceptioni c Construction t Transition i i INCEPTION
  24. 24. Agilex www.agilex.com Inceptioni c Construction t Transition i INCEPTION
  25. 25. Agilex www.agilex.com Inceptioni c Construction t Transition i INCEPTION
  26. 26. Agilex www.agilex.com Inceptioni c Construction t Transition i INCEPTION
  27. 27. Agilex www.agilex.com Inceptioni c Construction t Transition CONSTRUCTION c
  28. 28. Agilex www.agilex.com Inceptioni c Construction t Transition CONSTRUCTION c
  29. 29. Agilex www.agilex.com Inceptioni c Construction t Transition CONSTRUCTION c
  30. 30. Agilex www.agilex.com Inceptioni c Construction t Transition c CONSTRUCTION c
  31. 31. Agilex www.agilex.com Inceptioni c Construction t Transition CONSTRUCTION c
  32. 32. Agilex www.agilex.com Inceptioni c Construction t Transition t TRANSITION t
  33. 33. Agilex www.agilex.com Inception c Construction t Transition TRANSITION t i t
  34. 34. Agilex www.agilex.com Inceptioni c Construction t Transition t TRANSITION t
  35. 35. Agilex www.agilex.com Inceptioni c Construction t Transition t TRANSITION t
  36. 36. Agilex www.agilex.com Inceptioni c Construction t Transition TRANSITION t
  37. 37. Agilex www.agilex.com Inceptioni c Construction t Transition t TRANSITION t
  38. 38. Agilex www.agilex.com SAFe KeyTakeaways SAFe “Pros” Proven, well documented, and flexible framework; lean underpinnings People-centric view on agile delivery with clear roles, artifacts, events Holistic, 3-tier view of value stream including Portfolio level Strong Code Quality (Agile Engineering and DevOps) focus Established scaling framework in marketplace Constant refinement of SAFe knowledge base SAFe “Cons” Prescriptive Heavy weight Certification-centric
  39. 39. Agilex www.agilex.com DADKeyTakeaways DAD “Pros” Hybrid framework having foundation in proven lean & agile approaches Phases with milestones emphasize reality of large-scale agile delivery lifecycle Flexibility with strong emphasis on agile adoption tailoring Strong technical architecture / engineering focus Governance clarity for program / product management DAD “Cons” Unknown marketplace adoption Limited broad-based training certification and knowledge-base refinement Lack of prescriptiveness requiring agile consultants
  40. 40. Agilex www.agilex.com
  41. 41. Agilex www.agilex.com Questions 41Agilex www.agilex.com
  42. 42. Agilex www.agilex.com

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