safely dancing with conway's law
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Dancing with (µ)Services Based Architectures With The Scaled Agile Framework (SAFe®)
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The Challenge
“We can't control systems
or figure them out.
But we can dance with
them! ”
—Donella Meadows
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MartinBurns
Practice Lead: Enterprise Agile Delivery
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Is this your reality?
Source: Tuhl at en.wikipedia.com
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Or perhaps this..?
Source: martinfowler.com
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Successful organisations are Sociotechnical
Systems
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Conway’s Law
“organizations which design
systems ... are constrained to
produce designs which are copies
of the communication structures
of these organizations ”
—Melvin Conway
“If you have four groups
working on a compiler, you'll
get a 4-‐pass compiler”
—Eric S Raymond
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Conway’s Law
UI
Middleware
Data
HTML/Javascript
Angular.js
Java
Messaging
Data
Desig
n
Dev/Test
Ops/Sup
port
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Fighting Conway’s Law: Demand Splitting
Source: iancarroll.com
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Fighting Conway’s Law: Handoffs
Source: iancarroll.com
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Designing the System Starts with
Designing the Organisation
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Organisation Design is a Critical System Design
Decision
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How would you design an
organisation to deliver (µ)SOA?
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How can that organisation work together to achieve SOA
benefits?
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Can we exploit that design to gain the quality, speed & productivity
benefits promised by Agile?
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How can that organisation work together to achieve SOA
benefits?
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Levels of Risk
5 Nobody has ever done this before, anywhere
4 It has been done elsewhere once or twice
3 It has been done elsewhere quite a few times, with learning and repeatable results
2 It has been done within our organisation
1 It has been done within our organisation by this team
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You have a choice
1. Be a pioneer:Work out what works for you
Levels of Risk
5 Nobody has ever done this before, anywhere
4 It has been done elsewhere once or twice
3 It has been done elsewhere quite a few times, with learning and repeatable results
2 It has been done within our organisation
1 It has been done within our organisation by this team
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You have a choice
2. Start with a
framework and evolve
Levels of Risk
5 Nobody has ever done this before, anywhere
4 It has been done elsewhere once or twice
3 It has been done elsewhere quite a few times, with learning and repeatable results
2 It has been done within our organisation
1 It has been done within our organisation by this team
If you’ve don
e it before, y
ou have expe
ctations.
If you’ve nev
er done it, al
l you have is
hopes
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Summarising the delivery problem
Our world has large products
• You cannot produce a retail loyalty card system with 6-‐8 people in one room (in a sane amount of time)
• Conway’s Law implies many small teams
• And now we have a co-‐ordination challenge.
• Designing a solution from 1st principles incurs significant Risk.
• So what do we need?
…but we cannot have large teams
• Communication pathways grow exponentially with team size: [n*(n-‐1)]/25 members: 10 pathways 10 members: 45 pathways
• Prof Robin Dunbar: there is a cognitive limit to the number of individuals with whom any one person can maintain stable relationships
• Large teams produce monolithic Big Balls of Mud
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The Scaled Agile Framework (SAFe)
The Scaled Agile Framework is a template for applying Lean and Agile at teams-‐of-‐teams scale, with alignment and transparency
Powerful Synchronizes alignment,
collaboration and delivery
Principled Well definedin books
and in guidance Proven Scales
successfully to large numbers
teams
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SAFe in a Nutshell: Team Cadence
Demo
Story
Story
Story
Story
Iteration 2 weeks
KanbanScrumban
Scrum
Retrospective
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SAFe in a Nutshell: Program Cadence
SystemDemo
Feature
Feature
Feature
Feature
PotentiallyShippableIncrement:4-‐6 Iterations
Team of Teams
Retrospective
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The most visibility I’ve had into what the team are doing in 5 years, since the group was 15 people, and because of that, I have more trust and confidence than I’ve had in 5 years
Big Room Planning
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Release Like an AirlineBook in advance Plan for delays Plan for overbooking High cost of missing
Queue, queue, queue
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Release Like a Train
Frequent Departures No need to consult a timetable No need to book No worry about missing one Turn up and Go!Plan together; Deliver together
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• Enables a further fractal layer of independence with agreed touchpoints
• Driven from Enterprise Strategy
• Kanban System constrains WiP
• Prioritisation by Economic Factors
T14
T13
Portfolio Initiates, Funds & Governs Release Trains
T19
T17T18
Release 1
Release 2
Release 2.1
Release 2.2
Release 3
Release 4
Release 4.1
T11T10
L25
L25
T10
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Public Case Studies
ScaledAgileFramework.com/case-‐studies
Leffingwell et al. © 2014 Scaled Agile, Inc.
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Public Case Studies
ScaledAgileFramework.com/case-‐studies
Leffingwell et al. © 2014 Scaled Agile, Inc.
Impressive Results
• Transparency increased on all levels
• Delivery cycle time down from >12 months to 3 months
• Increased predictability (2014 92% successful releases)
• Need for patches decreased
• Fewer defects in main branch
• Good basis for further growth
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Summary
• If you want an architecture based on many services, you need an organisation of the same structure.
• That organisation needs a process that balances autonomy and alignment.
• The Scaled Agile Framework provides just enough structure to enable that, and it works.
Architecture
Organisation
SociotechnicalSystems
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