Taking the SAFe 4.0 Road to Hyper Speed and Quality; How High Performance Teams Disrupt Their Marketplace and Drive Change

Transcription

1 Taking the SAFe 4.0 Road to Hyper Speed and Quality; How High Performance Teams Disrupt Their Marketplace and Drive Change Michael Mah Managing Partner QSM Associates, Inc. Website:

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7 BMC Software Austin Texas (#7) 10/23/2018 7

8 Whiteboard Sketch Performance Mgr R2.3 (#8) 10/23/2018 8

9 BMC SCRUM Industry Average Current Performance Delta Project Cost $5.5 Million $5.2 Million -$.3M Schedule 15 months 6.3 months -8.7 mos Defects During QA % Staffing (#9) 10/23/2018 9

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13 Pair Programmers Industry Average Current Performance Delta Project Cost $3.5 Million $2.2 Million -$1.3M Schedule 12.6 months 7.8 months -4.8 mos QA Defects % Staffing n/a (#13)

14 (#14) We Always Look for $1 Million

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16 BMC Secret Sauce (#16) 10/23/

17 BMC Secret Sauce (con t) Buy-In VP-Level (or higher) Senior Executive Sponsorship Scrum Master Training Core Group Energized and Passionate Staying Releasable Nightly Builds/Test 2-week Iteration Demos Frequent, Rigorous Peer Code Review Dusk-to-Dawn Teamwork Communication Techniques for Information Flow Wikis, Video-conferencing, Periodic On-Site Meetings Co-Located Release Planning Scrum of Scrum Meetings (US Time) (#17) 10/23/

18 BMC Secret Sauce (con t) Backlogs One Master Backlog AND Multiple Backlog Management One Setup for User Stories Across Teams Added Requirements Architect to Interface Product Mgt with R&D Holding Back the Waterfall Test Driven Development Retrospective Meetings to Not Regress into old Waterfall Habits Outside Source to Audit the Process (#18) 10/23/

19 Pair Programmers Industry Average Current Performance Delta Project Cost $3.5 Million $2.2 Million -$1.3M Schedule 12.6 months 7.8 months -4.8 mos QA Defects % Staffing n/a (#19)

20 (#20) 9 Years Later

21 : Follett vs. Industry Average Industry Average Current Performance Delta Project Cost $1.8 Million $1.8 Million None Schedule 9.3 months 4.4 months -4.9 mos QA Defects % Staffing n/a (#21) * Average Code Size 163k SLOC

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23 The Columbus Agile Benchmark Study (Columbus vs the World) (#23)

24 Comparing Columbus AGILE projects vs. Industry Averages* -- 75% Fewer Defects, 30% Quicker Schedules -- *Industry Averages for Defects & Schedules come from the QSM, database of several thousand Business type applications. AGILE 75% Fewer Defects Industry Average Defects* AGILE 30% Quicker Schedules Industry Average Schedules* 0 (#24)

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26 (#26) Forecasting the Portfolio Backlog

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28 (#28) Proper Planning

29 st c ef e D s ht no M Inputs ) s dnas uoht( Outputs $ le poe P Portfolio/Release Estimation Process Aggregate Staffing Plan (Expected 50%) Softw are Size: SLO C Function Points O bjects Etc... Uncertainty How much total WORK to be done (features, stories, points) O ptim um Estim ate (M axim um Probability of M eeting Constraints) 50% Plan 1 = HLD 2 = LLD 3 = IT 4 = SIT 5 = SVT 6 = BETA 7 = GA 8 = PGA I&P Const FD Oct ' Staffing * Jan Apr Jul Oct Jan Apr Jul Oct Jan '93 '94 '95 * Months from beginning of project start month Cumulative Uninflated Cost Plan by Phase (Expected 50%) = HLD 2 = LLD = IT Process Productivity: M ethods/tools Tech. Com plexity Personnel Profile What productivity/velocity are we capable of achieving? Evaluate Practical A lternatives 4 = SIT 5 = SVT 6 = BETA 7 = GA 8 = PGA Oct ' Cost * Jan Apr Jul Oct Jan Apr Jul Oct Jan '93 '94 '95 * Months from beginning of project start month Risk Schedule Profile 32 Probability M anagem ent Constraints: M ax People M ax Budget M ax Schedule Req. Reliability When do we have to release? How many people do we have? G enerate Plans Critical Serious Moderate Tolerable Cosmetic 1 = HLD 2 = LLD 3 = IT 4 = SIT 5 = SVT 6 = BETA 7 = GA 8 = PGA Assurance Level (%) Cumulative Defects Remaining Plan by Category (Expected 50%) Defects (#29) Oct ' * Jan Apr Jul Oct Jan Apr Jul Oct Jan '93 '94 '95 * Months from beginning of project start month

30 Releasing Includes Other Activities What is Consumable Value? (#30)

31 (#31) Kanban System for Epics

32 Portfolio Backlog Portfolio Backlog holds epics approved for implementation These epics have made it through the portfolio Kanban with go approval Low-cost holding pattern for upcoming implementation work Sizing estimates are in story points Avoid excess WIP, await implementation capacity Program Portfolio Management requires an understanding of the productive capacity of each ART, the velocity of each, and the availability of each for new developments and businessas-usual support activities. Portfolio Kanban Abstract (#32)

33 (#33) Roadmap Guides the Delivery of Features

34 A Top-Down Estimate Example Visualize the Portfolio Perform early high level estimates of Portfolio Backlog Items to support Kanban process Assess risk areas Visualize Velocity and Value Creation Model alternative scenarios for release of epics into the Value Stream Account for the reality of the rate at which work becomes available Use historical productivity measures that incorporate the nonlinear behavior of software development (#34)

35 (#35) FAA Radar Flight Following

36 (#36) Radar Flight Following (Foreflight)

37 SLOC (thousands) Phases Defects ppl $ (thousands) Core Metric Variance Analysis - Web Gatew ay Gantt Chart Cum Eff SLOC Reqts & Design 200 Construct & Test 100 Perfective Maint Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May '02 '03 '04 '02 '03 '04 Avg Staff Life Cycle Defects Found Category Total Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May '02 '03 '04 '02 '03 '04 Jan '02 Cum Cost Life Cycle Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May '03 '04 6,000 4,000 2,000 0 Date 12/31/2002 (12.00 months) Cum Eff SLOC (SLOC) Avg Staff Life Cycle (ppl) Defects Found Category Tot... Cum Cost Life Cycle ($) PI MBI Plan 152, ,097, Actual 118, ,202, Diff -34, , (#37) Current Plan Actuals Green Control Bound Yellow Control Bound

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41 Defining your Desired Business Outcomes (#41) 41

42 Desired Business Outcomes A ACTIVITIES OUTCOMES BENEFITS VALUE DRIVERS Change Activities Deliver Outcomes, Benefits & Value O Desired Outcomes deliver or enable Benefits B Some Benefits once realized, deliver quantifiable $Value V The $value is calculated using the Value Drivers D A A A A A O B B B V D D D D D (#42) 42

43 Your outcome statements are the basis for your benefits identification and change planning Input Input Input Input Input Associated benefits Input Desired business outcomes Outcomes roadmap Finalized outcome statements Input Input Master change plans Input Input Input Input (#43) 43

44 Your desired business outcomes define your overall scope your project outcomes define your project s scope and measures of success Advantages (#44) Finalized business outcomes Subset project outcomes Associated benefits Master change plans Project change plans Outcomes roadmap Project delivery schedule Every component is linked to the business outcomes Gap between business and project outcomes is known Non-project change activities known and can be actioned by the business Delivery of the project outcomes clearly and directly enables and supports subsequent delivery of the business outcomes 44

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46 (#46) Value Driven Feature Development

47 IRACIS Index IR Increase or Improve Revenue AC Avoid Costs IS Improve Service Scale of 1-5 Weighting Schema Market Share? Others? (#47)

48 Follett s GRIN Index G Grow Revenue R Reduce Cost I Improve Service N Nurture Customers Scale of 1-5 Weighting Schema Closure related to Outcomes (#48)

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51 "The thought of the human species being wiped out, it's all consuming - Elon Musk (#51)

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54 (#54) What s Your Outcome?

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67 Questions: Contact Us Michael Mah Managing Partner QSM Associates, Inc. Pittsfield MA USA website: tel: Andrea Gelli QSM Associates Switzerland 8032 Zurich tel andrea.gelli@qsma.ch (#67)