alm day 2014, napoli: agile@scale - be safe!
DESCRIPTION
Agile a livello EnterpriseTRANSCRIPT
Agile@Scale: be SAFe!Agile@Scale: be SAFe!
Un grazie agli sponsor!
getlatestversion.it
Chi sono?
@felicepescatore
Disciplined Agile Delivery Italy Group
www.felicepescatore.it
Agile Software Architect & Metodology HeadAncitel Spa
Agenda
o Agile?o Software: a complex stuffo @Scale, Agile for Enterprise
Reality is complex… software is complex!
COMPLEX
EmergentPractices
COMPLICATED
Good Practices
CHAOTIC
NovelPractices
SIMPLE
BestPractices
Cynefin Model
Too complicated and too complex for traditional approach
If a process is too unpredictable or too complicated for the planned, (predictive) approach, then the empirical
approach (measure and adapt) is the method of choice. - Ken Schwaber
Empirical (Adaptive) Process
Proc
ess
Controls
Inpu
ts
Out
puts
Plan – measure – adapt – repeat
Agile… what?
Con il cappello “Agile” non si intende un insieme di processi e tool.
Agile è un set di Valori e Pratiche su cui basare le proprie attività, e, perché no, I processi e i tool utilizzati.
Agile Manifesto
What Agile isn’t…
Agile Core… some but not all!
SCRUM eXtreme Programming Kanban
RUP / OpenUP DSDMEvo CrystalFDD
Agile Umbrella
DSDM Atern
RUP / Open UP
FDD
Fuller Approaches (still agile)
SCRUM
Crystal
eXtreme Programming
Lightweight Approaches
Disciplined Agile Delivery, DAD
Scaled Agile Framework@Scale Scaled Agile Framework, SAFe
Agile
Risk
Prob
lem
@Scale… what?
Domain Complexity
Straight-forward
Intricate,emerging
Compliance requirement
Low risk Critical,audited
Team size
Under 10developers
1000’s ofdevelopers
Co-located
Geographical distribution
Global
Enterprise discipline
Projectfocus
Enterprisefocus
Technical complexity
Homogenous Heterogeneous,legacy
Organization distribution(outsourcing, partnerships)
Collaborative Contractual
Disciplined AgileDelivery
Flexible Rigid
Organizational complexity
@Scale… why?
A project is more than only development…
The Idea
Aggredire il mercato con una nuova idea• Generata dall’esigenza• Pensata per creare un’esigenza
• Chi finanzia il progetto?• Quali sono i rischi?• Di quante persone ho bisogno? Quanti
Team?• Dove avvengono le attività?• Quali sono le tecnologie di supporto?• …
Program Level & Inception
The Build
Program Level & Inception• Creare il Program Backlog
(Feature)• Creare i Team Backlog (User
Story)• Identificare i PSI (Potential
Shippable Increment)• ….Team Level & Construction• Prendere in carico il Team
Backlog• Definire le iterazioni in relazione
ai PSI• Definire i Task• Scegliere le pratiche da utilizzare• …
The Environment
Program Level & Transition• Completato lo sviluppo, il
sistema deve essere manutenuto in erogazione e fruibile correttamente da client di tipologia diversa (anche molto!)
SAFe and DAD
• Leaders (in ALM) have strong capabilities in agile practices, including driving portfolio management support and support for enterprise agile capabilities, such as SAFe and Disciplined Agile Delivery (DAD)*
* Tratto da: Magic Quadrant for Application Development Life Cycle Management (19 November 2013)
SAFe
DAD on Agile, Big Picture
Lean Based
DAD on Lean, Big Picture
DEMO
Domande?