foundations of the scaled agile framework: be agile. scale up. stay lean. and have more fun
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© 2014 IBM Corporation1
Foundations of the Scaled Agile Framework: Be Agile. Scale Up. Stay Lean. And Have More Fun.(April 1, 2014)
Host: Jean-Louis (JL) Marechaux
IBM Worldwide Technical Enablement and CoP leader : CLM-IT and Agile
Visit the DevOps community: http://bit.ly/dwDevOps
Worldwide Technical Enablement | IBM Rational Software
Dean LeffingwellChief Methodologist and FounderScaled Agile Framework
Welcome to the developerWorks DevOps Technical Chats
The webinar will begin momentarily....
Jennifer FawcettVP Scaled Agile Academy
© 2014 IBM Corporation2
DevOps Community
Community space for DevOps practitioners
– Forums, blogs, events
– Share stories, practices, and tips on DevOps and Agile adoption
– http://bit.ly/dwDevOps
Agile Learning Circle
- Educational material to learn on Agile (including SAFe soon)
http://ibm.co/agile-learning-circle
(not a typo, ibm.co is a bitly shorten URL)
© 2014 IBM Corporation3
After this live webinar...
Continue the discussion on DevOps blogs and forums:
→ http://bit.ly/dwDevOps
Review the blog entry for this session:
→ http://bit.ly/DevOpsSAFe (share the link!)
→ Presentation materials, session recording and useful links
Check upcoming events on a regular basis
→ http://bit.ly/DevOpsEvents
Register for the next technical webinar:
→ Agility and integration in an heterogeneous environment: http://bit.ly/1j9U3ug
1 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. Scaled Agile Framework ® is a trademark of Leffingwell, LLC.
By Dean Leffingwell
SAFe Foundations: Be Agile. Scale Up. Stay Lean. And Have More Fun.
IBM DevOps Community April 1, 2014
2 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Keeping Pace
! Our modern world runs on software. ! What doesn't now, likely will soon ! We’ve had Moore’s Law for hardware, and Moore’s
Law+ for envisioning what software could do ! But, our prior development practices haven’t kept
pace ! Agile shows the greatest promise, but was developed
for small teams ! We need a new approach – one that harnesses the
power of Agile and Lean – but applies to the needs of the largest software enterprises
Our development methods must keep pace with an increasingly complex world
3 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
We Thought We’d be Programming Like This
4 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
But Sometimes It Feels Like This
5 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
We Have a Choice of Approaches
4 444 : Documents Documents Unverified Code Software
6 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Accelerating Value Delivery
Early value delivery accumulates and accumulates
Time
Valu
e D
eliv
ery
7 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Makes Money Faster
TIME
VA
LUE
DE
LIV
ER
Y
8 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
First, Some Thoughts on Agile Methods
! Scrum – Works great. Less filling. Ubiquitous. Scrumptious. Let’s Sprint.
! Extreme Programming – Really great code from really great coders.
We can scale great code. Extremely useful. Let’s Program with it.
! Kanban – Clear thinking on flow, demand management and limiting wip.
Let’s flow, limit WIP and manage demand with it.
! But if these innovative methods don’t have the native constructs to address the view beyond the team − the enterprise and systems view − shouldn’t we do something about that?
! And, on behalf of millions of practitioners, working on really big systems in really big companies, and struggling badly with existing approaches, don’t we have an obligation to try?
9 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scaling, You Have a Choice
You have a blank slate.
Figure it out what works and grow it to suit you.
10 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Or Start with A Proven Framework
A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale
! Synchronizes alignment, collaboration and delivery for large numbers teams
Core values: 1. Code Quality 2. Program Execution 3. Alignment 4. Transparency
http://ScaledAgileFramework.com
11 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
What’s Behind the Framework?
12 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
SAFe Roots
Lean, Systems Thinking
Principles of Product
Development Flow Agile Development
Field experience at enterprise scale
Iterative and Incremental Development
13 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean Thinking Provides Thinking Tools
Respect for People
Product Development
Flow Kaizen
14 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Goal: Speed, Value, Quality
THE GOAL ! Sustainably shortest lead time ! Best quality and value to
people and society ! Most customer delight, lowest
cost, high morale, safety
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 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
Respect for People
Product Development
Flow Kaizen
15 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
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
6. Control flow under uncertainty: cadence and synchronization
7. Get feedback as fast as possible
8. Decentralize control Reinertsen, Don. Principles of Product Development Flow
Respect for People
Product Development
Flow Kaizen
16 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Reduce Batch Size Small batches go through the system faster with lower
variability
! Large batch sizes increase variability ! High utilization increases variability ! Severe project slippage is the most
likely result
! Reducing batch size – Reduces cycle time; faster
feedback – Decreases variability and
risk ! Most important batch is
the transport (handoff) batch
! Proximity (co-location) enables small batch sizes
Project slippage rises exponentially with duration
Fig. Source: Poppendieck. Implementing Lean Software Development Reinertsen, Don. Principles of Product Development Flow
17 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Visibility and WIP Constraints
Question: How is this team doing? How do you know that? What would be the affect of a three story WIP constraint on Dev and Test
Today
18 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Let’s Look at the Framework
19 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Nothing Beats an Agile Team ! Empowered, self-organizing, self-managing cross-
functional teams ! Valuable, fully-tested software increments every two weeks ! Scrum project management practices and XP-inspired
technical practices ! Teams operate under program vision, system, architecture
and user experience guidance ! Value description via User Stories
20 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
That Focuses on Code Quality
You can’t scale crappy code
Agile Architecture
Con/nuous Integra/on
Test-‐First
Refactoring
Pair Work
Collec/ve Ownership
Code Quality Provides: ! Higher quality products and
services, customer satisfaction
! Predictability and integrity of software development
! Development scalability
! Higher development velocity, system performance and business agility
! Ability to innovate
Code Quality
21 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
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
22 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Program Level
! Common sprint lengths and estimating ! Face-to-face planning cadence for collaboration,
alignment, synchronization, and assessment ! Value description via Features and Benefits
! Self-organizing, self-managing team-of-agile-teams ! Continuous value delivery ! Aligned to a common mission via a single backlog
23 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Synchronize to Assure Delivery
PSI
Sys 1 Sys 2 Sys 3 Sys 4 Sys 5 Sys 6 Sys 7 Sys 8
Iterate Iterate Iterate Iterate Iterate Iterate
Iterate Iterate Iterate Iterate Iterate Iterate
Iterate Iterate Iterate Iterate Iterate Iterate
PSI
PSI
PSI
Continuous Integration
Continuous Integration
PSI
24 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Develop on Cadence. Deliver on Demand. Development occurs on a fixed cadence.
The business decides when value is released.
Deliver on Demand
Major Release Customer
Upgrade Customer Preview
Major Release New
Feature
Develop on Cadence
PSI PSI PSI PSI PSI
25 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Cadence-Based Cross-Functional Planning
! Two days every 8-12 weeks ! Most attend in person ! Product/Program Management/System Engineering owns
feature priorities ! Development team owns story planning and high-level estimates ! Architects, systems engineers work as intermediaries for
interfaces, and dependencies
Cadence-based Planning meetings are the “pacemaker” of the agile enterprise
26 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
DevOps
1. Build and maintain a production-equivalent staging environment
2. Maintain development and test environments to better match production
3. Deploy to staging every sprint; deploy to production frequently
4. Put everything under version control
5. Start creating the ability to automatically build environments
6. Start automating the actual deployment process
Tangible value occurs only when the end-users are successfully operating the software
Deployment pipeline streamlines delivery
27 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scaling 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
28 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Portfolio
! Centralized strategy, decentralized execution
! Investment themes provide operating budgets for trains
! Kanban systems provide portfolio visibility and WIP limits
! Objective metrics support governance and kaizen
! Value description via Business and Architectural Epics
29 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Program Portfolio Management
Supporting lean and agile practices for business results
4. Decentralized, rolling-wave planning
5. Agile estimating and planning
6. Self-managing Agile Release Trains
1. Decentralized decision-making
2. Demand management; continuous value flow
3. Lightweight epic business cases
7. Objective, fact- based measures and milestones
30 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Winning is More Fun?
31 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Better Quality is More Fun
ü 44% decrease in post release
defects ü 76%+ decrease in time to
respond to customer request ü “greatest thing Mitchell has
done in my 14 years here”
32 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
More Engaging Work Environments
ü Average delivery cycle time down from 12 month to 3 months
ü 6X increase in delivery frequency
ü 50% cost to deliver reduction ü 95% decrease in product defects ü 100% projects delivered on time
and on budget ü Happy project sponsors ü Happy teams
33 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Faster Time to Market with Higher Quality
ü Field issue resolution time: down 42%
ü Warranty Expense: down 50% ü Time to production: down 20% ü Time to market: 20% faster ü Employee engagement: Up
9.8%
34 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Higher Engagement is More Fun
ü Substantially improved communication with peer teams, program stakeholders, and domain and technical experts
ü Teams were able to commit to a realistic plan
ü Better alignment to the key program priorities
ü Teams understand “why are we doing this important work”
35 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Management Challenge
It is not enough that management commit themselves to quality and productivity, they must know what it is they must do.
If you can’t change the system who can?
- W. Edwards Deming
36 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean Foundation: Leadership
1. Take an economic view of the full value chain
2. Embrace the Agile Manifesto 3. Develop people, not things 4. Own the system of which they
speak 5. Decentralize control 6. Unlock the intrinsic motivation
of knowledge workers 7. Implement software
development flow. Visualize work. Manage work in process.
8. Build high-performing Agile teams
Respect for People
Product Development
Flow Kaizen
Lean Thinking Manager-Teachers
! Management is trained in lean thinking
! Bases decisions on this long term philosophy
37 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Conclusion
! The foundation of Lean is leadership
! The foundation of SAFe is you
38 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
DevOps
1. Build and maintain a production-equivalent staging environment
2. Maintain development and test environments to better match production
3. Deploy to staging every sprint; deploy to production frequently
4. Put everything under version control
5. Start creating the ability to automatically build environments
6. Start automating the actual deployment process
Tangible value occurs only when the end-users are successfully operating the software
Deployment pipeline streamlines delivery
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