agile at scale using safe 4 - · 2019-01-21 · #4 - build incrementally with fast, integrated...

1 © 2016 Scaled Agile, Inc. All Rights Reserved. 1

Agile at Scale using SAFe 4.0

2 © 2016 Scaled Agile, Inc. All Rights Reserved. V4.0.0 © 2016 Scaled Agile, Inc. All Rights Reserved.

Foundations of the Scaled Agile Framework® 4.0 (SAFe 4.0)

V4.0.4

3 © 2016 Scaled Agile, Inc. All Rights Reserved.

We thought we’d be developing like this.

4 © 2016 Scaled Agile, Inc. All Rights Reserved. Library of Congress

But sometimes it feels like this.


Problems discovered

too late No way to improve

systematically

Hard to manage

distributed teams

Late delivery Too little

visibility Too early commitment to a design that didn’t

work

Poor morale

Massive growth in

complexity

Phase gate SDLC isn't

helping reduce risk Under-

estimated dependencies

And our retrospectives read like this:


Management’s challenge

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, Deming,1986


What it is they must do

Embrace a Lean-Agile mindset

Implement Lean-Agile practices

Lead the implementation

Get results


Embrace a Lean-Agile mindset


Embrace Lean-Agile values

House of Lean

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Agile Manifesto

LEADERSHIP

Res

pect

for

peop

le a

nd c

ultu

re

Flow

Inno

vatio

n

Rel

entle

ss

impr

ovem

ent

VALUE

Value in the sustainably shortest lead time

That is, while there is value in the items on the right, we value the items on the left more.

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:


#1 - Take an economic view

#2 - Apply systems thinking

#3 - Assume variability; preserve options

#4 - Build incrementally with fast, integrated learning cycles

#5 - Base milestones on objective evaluation of working systems

#6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths

#7 - Apply cadence, synchronize with cross-domain planning

#8 - Unlock the intrinsic motivation of knowledge workers

#9 - Decentralize decision-making

SAFe Lean-Agile principles


Building incrementally accelerates value delivery

4 444 : Documents Documents Unverified System System


And delivers better economics

Early delivery provides fast value with fast feedback

Time

Valu

e D

eliv

ery

Fast feedback


Implement Lean-Agile practices


SAFe® is a freely revealed knowledge base of integrated, proven patterns for

enterprise Lean-Agile development.

Knowledge for people building the world's most important systems

scaledagileframework.com


Three-level SAFe 4.0

Expand one level


Nothing beats an Agile Team

Cross-functional, self-organizing entities that can define, build and test a thing of value

Applies basic scientific practice: Plan—Do—Check—Adjust

Delivers value every two weeks

Team 1

Team n

Do

Check Adjust

Plan

PDCA


That integrates frequently

Agile Team 1

Agile Team 2

Mainline

Check in first slice

Check out most functionality

Check newest changes back in

Always current mainline increases program velocity

Avoid physical branching for software

Frequently integrate hardware branches

Use development by intention in for inter-team dependencies

Integration points control product development. — Dantar Oosterwal, The Lean Machine


Applies test automation

Test automation supports rapid regression testing

Implemented in the same iteration

Maintained under version control

Passing vs. not-yet-passing and broken automated tests are the real iteration progress indicator

Don

e

Test 1 Test 2 Test 3 Test 4 Test 5

…

Test 1 Test 2 Test 3 Test 4 Test 5

…

Prog

ress

Test automation

Building functionality

Iteration


Except a team of Agile Teams

Align 50-125 practitioners to a common mission

Apply cadence and synchronization, Program Increments every 6-12 weeks

Provide Vision, Roadmap, architectural guidance

D

C A

P

D

C A

P D

C A

P D

C A

P D

C A

P D

C A

P D

C A

P D

C A

P


With some Architectural Runway

Architectural Runway—existing code, hardware components, etc. that technically enable near-term business features

Enablers build up the runway

Features consume it

Architectural Runway must be continuously maintained

Enablers extend the runway

Architectural Runway

… to support future features

Implemented now …

Feature Feature

Feature

Enabler


The ART takes a systems view

Business Product Mgmt

Hardware Software Testing

A G I L E R E L E A S E T R A I N

Program Deployment Arch/ Sys Eng.


Synchronizes with PI Planning

All stakeholders face-to-face (but typically multiple locations) Management sets the mission, with minimum possible constraints Requirements and design emerge Important stakeholder decisions are accelerated Teams create—and take responsibility for—plans

Future product development tasks can’t be pre-determined. Distribute planning and control to those who can understand and react to the end results. — Michael Kennedy, Product Development for the Lean Enterprise

For a short video PI planning example, see: https://youtu.be/ZZAtl7nAB1M


Demonstrates the full system every two weeks

An integrated solution demo

Objective milestone

Demo from the staging environment, or the nearest proxy

Full system

System Team


Inspects and Adapts every PI

Every PI, teams systematically address the larger impediments that are limiting velocity


Build a portfolio organized around value

Identify and organize around Value Streams Communicate enterprise strategy with Strategic Themes Empower decision makers with Lean-Agile Budgeting Provide visibility and governance to cross-cutting initiatives with Kanban

Trigger $

Lead time


Collapse one level

Apply the Value Stream level for large systems


Apply cadence and synchronization

Establish local governance with Value Stream roles and Economic Framework

Manage fixed and variable Solution Intent

Manage the flow of Capabilities with the Value Stream Kanban

Frequently integrate and validate Customer solutions

New 4.0 Value Stream level


Get results


Business results

30 – 75% faster time to market

Happier, more motivated employees

20 – 50% increase in productivity

50%+ defect reduction

See ScaledAgileFramework.com/case-studies


See ScaledAgileFramework.com/case-studies

Integration of non-Agile into SAFe

Integrating Scrum Teams • Not much needs to be done

• SAFe ARTs are designed to integrate Scrum teams • ART provides a set of constraints and cadence to Scrums • Provides Architecture Runway and, usually, infrastructure • Provides integration environment • Scrum deliver Potentially Shippable Increments (PSIs)

• Partial working solutions

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Scrum Teams 33

Integrating Waterfall Teams • The focus is to transform to a fully Agile solution

• Agile Transformation • Some teams will take some time to transform and transition, and Waterfall

will need to be supported in the meantime • For some products, it makes no sense to adopt Agile because of cost

• Waterfall will need to be supported until end-of-life for those products • For some products (mostly Batch processes) Agile may provide no

significant benefit • Waterfall may need to be supported indefinitely

• For mainframe applications, there is little benefit in adopting Agile and to do so, may be cost-prohibitive

• Transformation must be conducted with as little disruption as possible • The company still has an obligation to deliver product and business value

34

Integrating Waterfall Teams (Cont) • Integration of Waterfall

• Some changes will be required to Waterfall processes to allow them to integrate with Program Increment (PI) cadence

• Work packages must be smaller and better contained • Delivered work packages must be fully verified • Schedules must be rigorously adhered to

• Deliveries from the Waterfall teams should follow a sprint cadence where possible, or some harmonic if not possible

• Follow program cadence where sprint cadence is not possible • Governance of ARTs requires the use of Potentially Shippable Increments (PSIs)

• PSI is an Iteration output from either a scrum or a waterfall team and delivered to the ART • A PMO that can implement common governance over both Agile and non-Agile is required • ART and Program cadence is adjusted for non-Agile milestones

• The adjustment is more difficult for non-Agile than for Agile. • If there are no dependencies between Agile and non-Agile teams

• Process is less complicated and need not be synchronous • If the teams are low or high-dependency teams

• ART deliveries of PSI must be kept synchronous to ensure dependencies are addressed.

35

Integrating Waterfall Teams (cont) • The focus is to transform to a fully Agile solution

• Shared Services • Some shared services may have processes designed to support Waterfall

• Must be transformed to support Agile • Must not be transformed in such a way as to not support Waterfall as long as there are

still Waterfall-based components • Factories

• Most factories will operate in a Waterfall model • Stories are converted to Requirements Specifications and/or Use Cases as part of

Factory Work Packages • Processes need not be changed for factories

• Factories may be used by other programs, businesses and customers • Inputs to factories must be small enough and constrained in such a way is to follow

the Scrum or ART cadence • Must also allow for the testing of the finished work product against a Story Acceptance

Criteria from the Team Backlog

36

Waterfall Teams 37

Overall Solution • While the focus is to transform to a fully Agile solution

• The overall solution must function with both Agile and Waterfall in a fully integrated solution

• Adds the ability to define and utilize Shared Services and Factories where appropriate

• Overall governance and system architecture is provided by ART (Program level) or at the Value Stream level

• Regardless of the lifecycle of the team delivering (Agile or Waterfall) • The following diagram graphically illustrates this integration

• ALL teams deliver on the same cadence • Agile or Waterfall

• Cadence is defined by Agile Sprint (or iteration at the Program level) • All deliveries are at intervals less than the length of a sprint (two to three weeks)

• No phase-gating at the ART level is permitted whether team output is from Scrum or Waterfall

38

Overall Solution 39

Funding SAFe • Funding is best applied at the Portfolio level

• Can be applied at any level required • Funding is based on Velocity

• Velocity is generally estimated using Story Points • Initial team velocity for two week sprints is estimated as:

• 8 points per team member • Subtract one point for each holiday or vacation day per team member • Implied 1 point/person-day

40

Funding SAFe (Cont) • Therefore, a Scrum team has velocity

• Also considered capacity • Teams are funded by their capacity to do work • How much work they actually do is dependent on how much work

is in their backlog • Cost goes up with throughput

• Utilization, as a method of funding, is meaningless to Velocity

41

Funding SAFe (Cont) • In this method, utilization would not exceed 80%

• Rework, refactoring, planning, etc is not work in Agile • The extra 20% is for these things to happen

• Teams may commit up to their maximum velocity • Cannot accept more work than their velocity allows • If a story becomes high-priority, other stories of equal points are

dropped and deferred • To increase throughput, more teams are stood up

• Effectively increases velocity

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Solution Summary • The solution will support Agile and non-Agile teams transitioning to Agile for as long as is

necessary • The solution will allow functions that benefit from economies of scale to be defined as

Shared Services • The solution will allow highly-specialized functions that would be cost-prohibitive in a

Scrum to be defined as a Factory • The solution will integrate Shared Services and Factories into the Agile Release Train • The solution will ensure that all Scrums and Waterfall teams utilize Shared Services where

applicable • The solution will allow any team access to Factory services where required • The solution is transformative in nature

• It is designed to assist in transformation and support teams as they transform • The solution targets efficient, effective, and cost-effective delivery of business value with

early feedback • The solution facilitates introduction of innovative tools, techniques and processes at a

cadence which the business can readily accept. • The solution allows the business to define its needs and not worry about how it will be met.

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Questions Please take 2 minutes at the end of the session to fill out the online or paper survey. www.pdsummit.ca/speaker-survey.html

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