l e a n The Scaling Dilemma software development It s Not About Agile
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1 software development The Scaling Dilemma It s Not About Agile mary@poppendieck.com Mary Poppendieck
2 If Agile is Good Scaled Agile Must be Better How do we Scale Agile? How do we convince executives to invest in agile? How do we ensure teams work on the right stuff? How does agile work with a big legacy code base? How do waterfall and agile teams work together? What is the role of managers? 2 December 14 Copyright 2014 Poppendieck.LLC These are the Wrong Questions!
3 Focus on Business Problems HP LaserJet Firmware Costs out of control 2. Could not add people fast enough 3. FW was the bottleneck for new products 3 December 14 Copyright 2014 Poppendieck.LLC Capacity for Innovation 5% Manual Testing 15% Code Integration 10% Detailed Planning 20% Current Product Support Porting 25% Code 25%
4 Ask the Right Questions What if we used the same chip for all printers? How can we integrate early and often? How can we create code that is always releasable? How can we re-engineer our planning process to do it with minimal investment? 4 December 14 Simplified Architecture Rapid Feedback to Developers Increased Marketing Flexibility Copyright 2014 Poppendieck.LLC
5 Measure Business Results HP LaserJet Firmware Code Integration 2% Agile Planning 5% One Main Branch 15% 1. ~70% reduction in FW development cost per program 2. 50% reduction in FW headcount 3. FW moved from bottleneck to brand enabler: Future Smart 5 December 14 Copyright 2014 Poppendieck.LLC Capacity for Innovation >40% One Branch CPE 5% Most Testing Automated Continouus 5% Delivery Infrastructure 23%
6 Theory of Constraints 6 December 14 Every system has a bottleneck. Value cannot flow through the system any faster than it flows through that bottleneck. So the best way to improve the system flow is to improve the rate at which value flows through the l bottleneck. e a n Copyright 2014 Poppendieck.LLC
7 Constraint #1 The Integration Problem % of Release Cycle Spent Hardening Typical: 30% Release Cycle Sometimes: 50% 7 Top Companies: What is l a Release e Cycle? a n December 14 Copyright 2014 Poppendieck.LLC
8 Constraint #2 Deciding What to Build Features / Functions Used in a Custom System Often / Always Used: 20% Rarely / Never Used: 64% 50% of features requested by product managers do not deliver the expected results. Often 13% Sometimes 16% Rarely 19% Cost of Complexity Always 7% Cost Never 45% Standish Group Study Reported at XP2002 by Jim Johnson, Chairman 8 December 14 Copyright 2014 Poppendieck.LLC Time
9 Constraint #3 Getting Teams to Work Together In the Beginning Success Happens 9 December 14 Copyright 2014 Poppendieck.LLC
10 Constraint #4 The Time, Energy, and Initiative of Bright, Creative People Chemical 9% 11% Software 21% 49% ~50% Civil Electrical 4% 14% 18% 17% ~30% ~20% 20% Mechanical Engineering Jobs 10 December 14 Engineering Major Choices 37% Copyright 2014 Poppendieck.LLC Engaged Not Engaged Actively Disengaged
11 Solve for: 1. System Complexity 2. Organizational Mindset 3. Multi-team Cooperation 4. Challenging Work 11 December 14 Copyright 2014 Poppendieck.LLC
12 One Thing We Know for Sure For Complex Systems This does not work 12 December 14 Copyright 2014 Poppendieck.LLC
13 One Thing We Know for Sure For Complex Systems This works 13 December 14 Copyright 2014 Poppendieck.LLC
14 The First Step to Stable Large Scale Systems 14 Acceptance test driven development process Tight collaboration between business and delivery teams Cross-functional teams include QA and operations Automated build, testing, db migration, and deployment Incremental development on mainline with continuous integration Software always production ready Releases tied to business needs, not operational constraints December 14 Copyright 2014 Poppendieck.LLC Credit: Jez Humble
15 Branches are Evil Why Develop on the Trunk? + Keep Large Code Bases Stable + Make Experiments Easy to Run + Give Rapid Feedback to Developers + Reduce the Cost of Finding and Fixing Problems + Increase Business Flexibility and Responsiveness 15 Teams that Release Together Must Work Together Staging Pipeline Requires New Thinking and Tools Keeping the Trunk Production-ready is Top Priority December 14 Copyright 2014 Poppendieck.LLC
16 Solve for: 1. System Complexity 2. Organizational Mindset 3. Multi-team Cooperation 4. Challenging Work 16 December 14 Copyright 2014 Poppendieck.LLC
17 Scaling is an Organizational Problem The IT Mindset The Business Order-taking Development Team Success = Cost, Schedule, Scope Tough Tradeoffs are Made During the Planning Process Cost Center Mentality: Constantly Reduce Costs The Product Mindset Entrepreneurial Leader Responsible Engineering Team Success = Delighted Customers Tough Tradeoffs are Made Based on Market Realities Profit Center Mentality: Reinvest Profit in the Product In a Competitive Environment Which Mindset will Win? 17 December 14 Copyright 2014 Poppendieck.LLC
18 Structure the Organization to Match System Architecture Shared Code Base? One Team Teams too Large? Break Dependencies Shared System Test? One Group Groups too Large? Change the Architecture 18 December 14 Copyright 2014 Poppendieck.LLC Stop Digging
19 Use Capacity Allocation For Portfolio Management Portfolio Idea ROM Business Case Approval Queue of Approved Ideas Project Started Development Wait for Release Integration Test the Idea 19 December 14 Copyright 2014 Poppendieck.LLC Product 20% Product Line 1 20% Product Line 2 10% Product Line 3 20% Tool Set 1 10% Tool Set 2 20% Infrastructure Capacity
20 Replace Governance With Product Management Magic happens when engineers, designers and technology savvy product managers interact directly with customers in their native habitat. Valuable Feasible Useable Great Products 20 December Marty Cagan Copyright 2014 Poppendieck.LLC
21 Solve for: 1. System Complexity 2. Organizational Mindset 3. Multi-team Cooperation 4. Challenging Work 21 December 14 Copyright 2014 Poppendieck.LLC
22 Cooperation Autonomy Cooperation requires accommodation. Accommodation has a cost. If the cost of accommodation is born by one party, resentment arises and cooperation fails. Monopolies (by definition) don t have to accommodate. Monopolies destroy cooperation. Examples of Monopolies: Departments everyone loves to hate Autonomous Teams 22 December 14 Copyright 2014 Poppendieck.LLC Six Simple Rules: l e How to Manage a Complexity n without Getting Complicated Yves Morieux / Peter Tollman
23 Cooperating Teams Getting Teams to Work Small (7+/-2) Autonomous Shared Goal Getting Teams to Work Together At Pixar, it takes a team of ~200 people to turn out a great film; half creative, half technical. Autonomy Cooperation Everyone is invested in helping everyone else turn out their best work. -- Ed Catmull One Team. Multiple Sub-teams. One Shared Goal. Sub-teams do not succeed unless the Team succeeds. Gary Gruver 23 December 14 Copyright 2014 Poppendieck.LLC
24 Shared Responsibility Who is Responsible for Delivering Value? The Business The Product Owner The Other Teams We Work Together Nobody Succeeds Unless Everyone Succeeds Not Me 24 December 14 Copyright 2014 Poppendieck.LLC All of Us
25 The Military Model Understand Command Intent Two Levels Up Maintain Situational Awareness One Level Up Command Intent: A concise expression of the purpose of the campaign, the desired results, and the expected team progress toward achieving the desired end state. 25 December 14 Copyright 2014 Poppendieck.LLC 1. Collaborative Planning 2. Situational awareness of the progress of other squads/platoons 3. Adapt l to make e sure the a n company reaches the end state
26 Solve for: 1. System Complexity 2. Organizational Mindset 3. Multi-team Cooperation 4. Challenging Work 26 December 14 Copyright 2014 Poppendieck.LLC
27 Change Delivery Teams To Problem Solving Teams Delivery Problem Solving 27 December 14 Copyright 2014 Poppendieck.LLC
28 Impact-driven Development Work Backward from Impact 1. Start with WHY Purpose, Problem 2. Understand the desired impact: a. Who cares about the impact of potential solutions? b. How will these people measure the impact of outcomes? c. What changes can create outcomes that move the metrics in the right direction enough to matter? 3. Prove that the impact is being achieved: a. Experiment: Prototype the most promising changes. Tom & Kai Gilb 28 December 14 b. Implement a change only if l its impact e is validated. a n c. Iterate rapidly until the desired impact is achieved. Copyright 2014 Poppendieck.LLC
29 Case Study: Government Case: British National Health Service, Electronic Patient Records, , 10bn. In Response: Gov.UK. Delivery team charter: service vision quantifiable goals [impacts] key performance indicators [metrics] that show how they will meet user needs weeks 6-8 weeks A few months, then iterate See: December 14 Copyright 2014 Poppendieck.LLC Governance Principles: Don t slow down delivery Decisions when they re needed, at the right level Do it with the right people Go see for yourself Only do it if it adds value Trust and verify
30 software development Thank You! More Information: Mary Poppendieck
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