Scaled Agile Framework Making Agile Work for You. Clint Edmonson Principal Consultant Polaris Solutions Certified Safe Program Consultant (SPC)

Transcription

1 Scaled Agile Framework Making Agile Work for You Clint Edmonson Principal Consultant Polaris Solutions Certified Safe Program Consultant (SPC)

2 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 2

3 Scaling, A Stark Choice You have a blank slate. Figure out what works for you. 3

4 Or Start with a Proven Framework A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale CORE VALUES ScaledAgileFramework.com Program Execution Alignment Code Quality Transparency Synchronizes alignment, collaboration and delivery for large numbers of teams 4

5 Roots of the Scaled Agile Framework 5 5

6 SAFe Adoption considerations Designed for large teams (a tribe) Many techniques can be used by smaller teams 6

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8 Framework Creator: Dean Leffingwell Creator: Scaled Agile Framework Agile Enterprise Coach To some of the world s largest enterprises Agile Executive Mentor BMC, John Deere Chief Methodologist Rally Software Cofounder/Advisor Ping Identity, Roving Planet, Silver Creek Systems, Rally Software Founder and CEO ProQuo, Inc., Internet identity Senior VP Rational Software Responsible for Rational Unified Process (RUP) & Promulgation of UML Founder/CEO Requisite, Inc. Makers of RequisitePro Founder/CEO RELA, Inc. Colorado MEDtech 8

9 Demo: SAFe Template for TFS 9

10 Be Agile

11 A Stark Choice of Approaches Documents Documents Unverified Code Software 11

12 Accelerating Value Delivery Early value delivery accumulates and accumulates Value Delivery Time 12

13 Makes Money Faster VALUE DELIVERY TIME 13

14 Delivers Better Fit for Purpose Agile result Measure of waterfall customer dissatisfaction Waterfall result TIME 14

15 Reduces Risk Waterfall Deadline Risk? Agile Time 15

16 Focuses on Code Quality You can t scale crappy code Agile Architecture Continuous Integration Test-First Refactoring Code Quality Provides o Higher quality products and services, customer satisfaction o Predictability and integrity of software development o Development scalability Collective Ownership Pair Work o o Higher development velocity, system performance and business agility Ability to innovate 16

17 Lean Thinking

18 Lean Thinking Provides the Tools We Need 18

19 Goal: Speed, Quality, Value 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 The Goal Sustainably shortest lead time Best quality and value to people and society Most customer delight, lowest cost, high morale, safety 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 19

20 Lean Foundation: Leadership 1. Take a Systems View 2. Embrace the Agile Manifesto 3. Implement Product Management is trained in lean thinking Bases decisions on this long term philosophy Development Flow 4. Unlock the Intrinsic Potential of Knowledge Workers 20

21 Respect for People People Develop individuals and teams; they build products Empower teams to continuously improve Build partnerships based on trust and mutual respect Your customer is whoever consumes your work Don t trouble them Don't overload them Don't make them wait Don't impose wishful thinking Don't force people to do wasteful work Equip your teams with problemsolving tools Form long-term relationships based on trust 21

22 Kaizen Become Relentless In: Reflection Continuous improvement as an enterprise value A constant sense of danger Small steady, improvements Consider data carefully, implement change rapidly Reflect at milestones to identify and improve shortcomings Use tools like retrospectives, root cause analysis, and value stream mapping Protect the knowledge base by developing stable personnel and careful succession systems 22

23 Product Development Flow 1. Take an economic view 2. Actively manage queues 3. Understand and exploit variability 4. Reduce batch sizes 5. Apply WIP constraints Don Reinertsen Principles of Product Development Flow 6. Control flow under uncertainty: cadence and synchronization 7. Get feedback as fast as possible 8. Decentralize control 23

24 Scale Up

25 Scale 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 25

26 Scale to the Portfolio Centralized strategy, decentralized execution Lean budgeting at the Program level Kanban systems provide portfolio visibility and WIP limits Enterprise architecture is a first class citizen Objective metrics support governance and kaizen Value description via Business and Architectural Epics 26

27 Epic Value Statement For <customers> who <do something> the <solution> is a <something> that <provides this value>. Unlike <competitor, current solution, or non-existing solution>, our solution <does something better>. 27

28 Demo: Program Epics 28

29 Alignment, Synchronization and Cadence 29

30 Develop on Cadence. Deliver on Demand. Development occurs on a fixed cadence. The business decides when value is released. Customer Preview Major Release Customer Upgrade Major Release New Feature Deliver on Demand PSI PSI PSI PSI PSI Develop on Cadence 30

31 Scale to the Program Level Self-organizing, self-managing team-of-agile-teams Working, system-level software at least every two weeks Aligned to a common mission via a single backlog Common sprint lengths and estimating Face-to-face planning cadence for collaboration, alignment, synchronization, and assessment Value Delivery via Features and Benefits 31

32 Features and the Program Backlog Features are Services that provide Tangible Benefits to users that Fill A Need 32

33 Economic Prioritization WSJF = User/Biz Value + Time Criticality + RR/OE Job Size 33

34 Demo: Program Features 34

35 Nothing Beats an Agile Team Valuable, fully-tested software increments every two weeks Empowered, self-organizing, self-managing cross-functional teams Teams operate under program vision, architecture and user experience guidance Scrum project management and XP-inspired technical practices Value delivery via User Stories 35

36 User Stories As a <role> I can <activity> So that <business value>. 36

37 Demo: User Stories 37

38 SAFe Delivers Business Results Increase in employee engagement 30-75% faster time to market 20-50% increase in productivity 50%+ defect reduction 38

39 Next Steps

40 Next Steps Become a SAFe Lean-Agile Leader Browse the framework Read the book Build your expertise with training and certification Launch Agile Release Trains Accelerate value delivery with your first Agile Release Train Leverage the Community Get help from the experts at ScaledAgile.comand ScaledAgilePartners.com Join the community at community.scaledagile.com 40

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43 SAFe Reference ScaledAgileFramework.com ScaledAgileAcademy.com ScaledAgile.com/ESAFe ScaledAgile.com/ART ScaledAgilePartners.com community.scaledagile.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 Get help from the experts and the extensive service delivery Partner community Join the Scaled Agile Framework Community