Feedbacks about implementation of agility at scale and DEVOPS in big companies: pros/cons, challenges and impacts. More feedbacks on our blog: https://www.technologies-ebusiness.com/enjeux-et-tendances/safe-agilite-a-lechelle-devops-transformation-necessaire

1. Connected Business Stories
IMPLEMENTATION OF SCALED AGILE
AND DEVOPS
1.0 – NOVEMBRE 2017

2. 1.0 - 31/07/2017© SQLI GROUP | 2017 2
INTRODUCTION Why going to Scaled Agile in Big
Entreprises ?
AS-IS ANALYSIS What is the situation ? Findings ?
OBJECTIVES AND TRIGGERS What are the challenges?
A NEW APPROACH What are the impact of the transformation ?
AGENDA

3. Executive summary
Short reminder on program, scope and roadmap
INTRODUCTION
1

4. © 2016 Scaled Agile, Inc. All Rights Reserved.
1.4
Because better
systems make the
world a better
place

5. Based on multiple interviews of key actors
AS-IS ANALYSIS
2

6. MOSTOFTEN
AS-IS ANALYSIS
+“The organisation is very complex”
+“It is very difficult to change the company”
+“People with global vision are very rare”
+“Requires very political trade-offs”
+“Too much documents and too much reviewers”
+“Reducing delays, iteration too long”
+“Many projects that interact, complex management of interdependencies.
+“No real business vision”

7. THE FINDINGS...
512/10/2017
Problems
discovered
too lateNo way to
improve
systematically
Hard to
manage
distributed
teams
Late
deliveryLow
visibility Too early
commitment
to a design
that didn’t
work
Poor
morale
Massive
growth in
complexity
Phase gate
SDLC isn't
helping
reduce riskUnder-
estimated
dependencies
Branching
the code is
evil
Project
orientation
is wrong

8. THE TRANSFORMATION
• Transform from one-time project orientation to continuous integration and
delivery
From projects  To continuous delivery
512/10/2017

9. Challenges leading to envision a new way of working
OBJECTIVES AND
TRIGGERS3

10. +
LEVEL-UPTOWINNEWCHALLENGES
TRANSFORMATION’S OBJECTIVES
© SQLI GROUP | 2017 10
 Support acceleration of
deployments
 Get more value from teams out
faster
 Achieve full deployment
TIME TO MARKET COST DECISION-MAKING VALUE
 Leverage costs
 Simplify governance model
 Take opportunity of Digital
Capabilities
 Reduice political trad-offs
and delays
 Focus on customer and
business value
 Develop the intrinsic motivation
of people
 Face new business needs and
new competitors

11. Set of patterns to scale Agile widely
Benefits from worldwide implementations
A NEW APPROACH
4

12. TEAMS DO NOT HAVE TO REINVENT THE WHEEL
7
12/10/2017

13. SCRUMFRAMEWORK
WAY OF WORKING
© SQLI GROUP | 2017 13
Product Backlog
ReleasePlanning
Sprint Backlog
0,1, 2, 3, 5, 8, 13, 20, 40, 100
XP Practices
Sprint Burndown
Information Radiator
Continuous testing
Continuous integration
Daily Scrum
Sprint
Sprint Review
Sprint
Retrospective
Potentially shippable
Product increment
Product
Owner
Scrum
Master
Team
Stakeholders
Sprint
Planning
Scrum Team
The goal of Scrum is to manage Complexity, Unpredictability and
Change through Visibility, Inspection and Adaptation
Way of Working

14. THEN OFFERING AGILE PROJECT
MANAGEMENT AT SCALE
9
Only management can change the system
It is not enough that management commit themselves to quality
and productivity, they must know what it is they must do.
Such a responsibility cannot be delegated.
—W. Edwards Deming
“…and if you can’t come, send no one”
—Vignette from Out of the Crisis, W. Edwards Deming

15. TO-BE organisation
Experimentation-based roadmap
First transformation topics
IMPLEMENTATION
ROADMAP5

16. IMPLEMENTATION ROADMAP
FOCUSONTHEMAJORIMPACTS
FULL SIMULTIPLE TRAINSSecond ARTFirst ART
ENVIRONMENTONETEAM
HUMAN RESSOURCES GOVERNANCE
READINESS
MATURING
STAGE

17. Culture - Automation – Lean flow
Measurement - Recovery
DEVOPS
8

19. MINDSET

20. MINDSET

21. DEVOPS MINDSET

22. CULTURE

23. AUTOMATIONS

24. FLOW AND METERING
AFFINAGE
 Feature
prête
PI
PLANNING
 Backlog trié
DEV.
 Feature
branche
INTEGRAT
 RC validée
PO
ALPHA
 RC
numérotée
BETA
 Livrable
prod
MEP. A B.
 PTI
DEVELOP ON CADENCE RELEASE ANY TIME
PROD.
 Vie

25. RECOVERY

26. PIPELINE
Define
• User Story
• Acceptance Criteria
• Schedule
• Etc.
Implement
• Code
• Unit Test
• Check-in
• Update Work Items
Build
• Compile
• Static Analysis
• Automated Unit Test
• Package
Integrate
• Provision, Deploy, Configure
• Restore / Gen Test Data
• Launch Automated Tests
• De-provision
Validate
• Provision, Deploy, Configure
• Restore / Migrate / Upgrade Data
• Activate Supervision (B & IT)
• Performance, Load, Stability Tests
• Security & Supervision Tests
• De-provision
Release
• Signoffs
• Help desk updates
• Network / Security CRs
Deploy
• Provision, Deploy, Configure
• Backup / Migrate Data
• Activate Supervision & Operations
• Health, Security, Manual Tests
• Staging Switch / Redirect
• Health & KPI monitoring
Operate
• Alert / Issue Handling
• Capacity Mgt / Provisioning
• Testing in Production
• Value Metrics, A/B Testing, Feature
flag activation
• Reporting
Capable of pulling features
through the system, in release
batches or individually.

27. TOOLING
https://xebialabs.com/periodic-table-of-devops-tools/

28. CONTINUOUS DELIVERING

29. REPOS

30. BRANCHES

31. GIT FLOW; INTEGRATION

32. ANSIBLE

33. SERVERS

34. INTEGRATE EVERYTHINGS / FAIL FAST

35. BENEFITSOFDEVOPS
+“No bad surprises during the MEP”
+“Same gestures repeated before on non-production environments”
+“Environments are all installed in the same way”
+“Less time wasted searching for the causes of a malfunction ”
+“Faster installations”
+“No more time between the different gestures, since they are linked automatically”
+“Developers who develop”
+“Like developers, system teams do not waste time understanding why installations fail.
This time is spent understanding and improving the customer experience”

36. RESSOURCES
+Martin Fowler – Microservices Architectures
+State of Devops Report
+State of Cloud Report
+Books:
The Phoenix Project, Gene Kim
Continuous Delivery, Jez Humble
The DevOps Handbook, Gene Kim, Jez Humble
Lean Startup, Eric Ries

37. The Good - The Bad – The Ugly
CONCLUSION
9

38. SUMMARY OF WHAT WORKS
Observation Impact
Always release on fixed
Schedule
• Reliable and predictable releases of productioncode
• Establishes fixed rhythm
Release quicker and
more often
• Fail fast (<2 weeks) is better than after 3months
• Validate and adapt sooner
• Adapt to change/learnings
Run automated tests
suite per submission &
per day
• Detect/prevent issues with each new submission
• Mainline is always able to run – less rework
• No bottleneck at the end
• Reduces waste as others stay up todate
Single shared backlog
available to all to view
• Improved transparency and info sharing
• Done means working capability not task complete
Perpetual teams • Teams establish ways of working & esprit de corps
• Improves estimating by allowing historical comparisons
• Enables estimation accuracy analysis
• Team controls their own commitments
• Sustainable development

39. SUMMARY OF WHAT REQUIRES EN EFFORT
Observation Impact
Teaches the business that
Agile = 100% predictable
after 3 iterations
• Contractualization
Enables the business to
change direction/ strategy/
priorities often
• It is hard to manage and need a good understanding to
keep specifications flexible. Let’s face it, too muchAgility
is just an inability to make
choices and decisions i.e. chaos
Everyone can see everyone’s
backlog, priority, throughput…
• Everyone can second guess your prioritisation
• Everyone can second guess your estimates
Shows all teams • Teams which noone knew what they did are suddenly
exposed to the daylight
Goes on forever without a
break (downtime)
• Projects used to have a nice slow start up and shutdown
phase, so cyclical rhythm
• Now work is harder and does not let up

40. SUMMARY OF WHAT REMAINS DIFFICULT
Observation Impact
Some teams will resist • Reject the need to be part of anART (Systeems are selfish)
• Reject the need to have common ways of working…
HR • Resource managers still needed
• Project managers loose scope, resourcing, and budget
• Resource managers are needed to become servant
leaders and facilitators.
Centralised decision
making shifts to
decentralized
• Evolving decisions to the lowest level threatens central
portfolio level experts and makes guiding independent
teams hard
Fully defined
transforms to barely
sufficient
• Some Teams still love to make future proof designs and
plans
• UX want to make pixel perfect designs for all use cases

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