scaling agile when the models don’t fit · 2016-04-29 · scaling agile when the models don’t...
TRANSCRIPT
Phone: +1-610-644-2856
Measure. Optimize. Deliver.
softwarevalue.com
Scaling Agile
When the Models Don’t Fit
Measure. Optimize. Deliver.
Where marked, this presentation contains copyrighted material of Leffingwell, LLC and Scaled Agile, Inc. and is
protected by US and international copyright laws. It is intended for the sole purpose of promoting use of the Scaled
Agile Framework so as to benefit the enterprises and individuals who apply it.
©2016 DCG Software Value
Context
• With multiple Agile teams using Scrum for a number of years, our client
felt that it needed more than just Scrum and was curious about the
Scaled Agile Framework® (SAFe ®).
• It sent a representative group from its development team to one of our
Leading SAFe classes.
• After the two-day class, the team concluded that its software
development environment would not be an ideal fit for SAFe because:
– SAFe is designed to scale from a few to many Agile teams working on the
same product/program/value stream.
– Our client has enough Agile teams, but not enough grouped around one
product/program/value stream to map directly onto the basic SAFe model.
– The client asserts that they have 50-60 “products” supported by 8-10
teams!
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©2016 DCG Software Value
Approach
• There are a number of elements of SAFe that could help to improve
the effectiveness and efficiency of the client’s Agile teams.
• We performed an investigation into which elements of SAFe could help
the client and how best to prioritize those elements for implementation
using techniques from SAFe. This presentation reports the results.
• This investigation starts with one major assumption: Initially, changes
should be contained within the client’s software development
environment as much as possible.
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©2016 DCG Software Value
Phase 1
• We sat down with the client to review the full SAFe framework.
• Together, we identified candidate SAFe elements that could help the
client AND were within the control of the development group.
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©2016 DCG Software Value
Phase 1 – Step 1
The Full SAFe Framework
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©2016 DCG Software Value
Phase 1 – Step 2
Initial Client Coverage of SAFe
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©2016 DCG Software Value
Phase 1 – Step 3
Proposed Client Use of SAFe After Phase 1
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©2016 DCG Software Value
Phase 1 – Step 3
Phase 1 SAFe Elements Selected
SAFe Element Description
Architectural Runway Code that technically enables near-term business features at program level
Architecture Evolves
ContinuouslyEnterprise-level roadmap and epics to direct Architectural Runway
ART Metrics Set of program-level metrics focusing on five points of the framework
DevOps Team Ensures tight integration of Development and Operations to maximize efficiency
of flow of code to users
Enterprise Architect Provides enterprise architectural guidance and decisions to System Architects
Inspect & Adapt Program demo & retrospective for every program increment
IP Sprints Innovation and Planning sprints facilitate reliability, Program Increment
readiness, planning, and innovation
Kanban Process for Arch.
Epic ApprovalThe Portfolio Kanban System manages the flow of Epics from concept to
portfolio backlog with limited work in progress at each step.
Lean-Agile Leaders Trained in lean thinking. Develop people: People develop solutions.
Release Management Team Responsible for scheduling and governing releases
Release Planning Meetings Cadence-based. Plan next Program Increment. Input: Vision and top ten
features. Output: Team and PI Objectives and Program Board
Shared Resources Across
Agile TeamsResources necessary to success of agile teams but cannot be dedicated to any
one team
System Architect Provides Program architectural guidance and decisions to agile teams
WSJF Analysis Prioritization Technique: WSJF = Cost of Delay / Duration.7
©2016 DCG Software Value
Phase 1 – Step 4
Weighted Shortest Job First (WSJF)
• The job with the highest WSJF provides the greatest economic benefit
• Can use real data but we used relative scale: 1, 2, 3, 5, 8, 13, 20
• Strictly, WSJF = Cost of Delay
Duration
• But, for our purposes and when using relative sizing, job size is a
reasonable proxy for duration.
• Hence, WSJF = Cost of Delay
Job Size
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©2016 DCG Software Value
Phase 1 – Step 4
Components of Cost of Delay
Relative value to the customer or business
• They prefer this over that
• Revenue impact?
• Potential penalty or other negative impact?
How User|Business Value decays over time
• Is there a fixed deadline?
• Will they wait for us or move to another solution?
• What is current effect on customer satisfaction?
What else does this do for our business?
• Reduce the risk of this or future delivery?
• Is there value in the information we will receive?
• Enable new business opportunities?
User |
Business
Value
Time
Criticality
Risk
Reduction|
Opportunity
Enablement
(RR|OE)
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©2016 DCG Software Value
Phase 1 – Step 4
Stakeholder’s Agree on CoD and Job Size
• The list of SAFe elements identified as potential improvements for the
client in Phase 1 was prioritized by a group of client staff including
business and development stakeholders.
• Two two-hour sessions!
• Do one column at a time, start by picking the smallest item and giving it
a “1.” There must be at least one “1” in each column!
Feature
User|
Business
Value
Time
Criticality RR|OE CoD
Job
Size WSJF
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©2016 DCG Software Value
Phase 1 – Step 4
Team Agrees on CoD Elements & Job Size
Feature
User|
Business
Value
Time
Criticality RR|OE CoD
Job
Size WSJF
Architectural Runway 13 8 13 5
Architecture Evolves Continuously 13 8 13 8
ART Metrics 1 1 3 8
DevOps Team 5 13 8 8
Enterpirse Architect 8 13 13 8
Inspect & Adapt 8 8 5 8
IP Sprints 8 8 3 3
Kanban Process for Arch. Epic Approval 13 13 13 13
Lean-Agile Leaders 13 8 8 5
Release Management Team 5 13 8 5
Release Planning Meetings 8 13 13 8
Shared Resources Across Agile Teams 20 20 13 3
System Architect 13 13 13 5
WSJF Analysis 5 5 2 8
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©2016 DCG Software Value
Phase 1 – Step 5
Calculate CoD
Feature
User|
Business
Value
Time
Criticality RR|OE CoD
Job
Size WSJF
Architectural Runway 13 8 13 34 5
Architecture Evolves Continuously 13 8 13 34 8
ART Metrics 1 1 3 5 8
DevOps Team 5 13 8 26 8
Enterpirse Architect 8 13 13 34 8
Inspect & Adapt 8 8 5 21 8
IP Sprints 8 8 3 19 3
Kanban Process for Arch. Epic Approval 13 13 13 39 13
Lean-Agile Leaders 13 8 8 29 5
Release Management Team 5 13 8 26 5
Release Planning Meetings 8 13 13 34 8
Shared Resources Across Agile Teams 20 20 13 53 3
System Architect 13 13 13 39 5
WSJF Analysis 5 5 2 12 8
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©2016 DCG Software Value
Phase 1 – Step 6
Calculate WSJF
Feature
User|
Business
Value
Time
Criticality RR|OE CoD
Job
Size WSJF
Architectural Runway 13 8 13 34 5 6.8
Architecture Evolves Continuously 13 8 13 34 8 4.25
ART Metrics 1 1 3 5 8 0.6
DevOps Team 5 13 8 26 8 3.3
Enterpirse Architect 8 13 13 34 8 4.25
Inspect & Adapt 8 8 5 21 8 2.6
IP Sprints 8 8 3 19 3 6.3
Kanban Process for Arch. Epic Approval 13 13 13 39 13 3.0
Lean-Agile Leaders 13 8 8 29 5 5.8
Release Management Team 5 13 8 26 5 5.2
Release Planning Meetings 8 13 13 34 8 4.3
Shared Resources Across Agile Teams 20 20 13 53 3 17.7
System Architect 13 13 13 39 5 7.8
WSJF Analysis 5 5 2 12 8 1.5
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©2016 DCG Software Value
Phase 1 – Step 7
SAFe Elements Prioritized by WSJF
Feature
User|
Business
Value
Time
Criticality RR|OE CoD
Job
Size WSJF
Shared Resources Across Agile
Teams 20 20 13 53 3 17.7
System Architect 13 13 13 39 5 7.8
Architectural Runway 13 8 13 34 5 6.8
IP Sprints 8 8 3 19 3 6.3
Lean-Agile Leaders 13 8 8 29 5 5.8
Release Management Team 5 13 8 26 5 5.2
Release Planning Meetings 8 13 13 34 8 4.3
Enterpirse Architect 8 13 13 34 8 4.25
Architecture Evolves
Continuously 13 8 13 34 8 4.25
DevOps Team 5 13 8 26 8 3.3
Kanban Process for Arch. Epic
Approval 13 13 13 39 13 3.0
Inspect & Adapt 8 8 5 21 8 2.6
WSJF Analysis 5 5 2 12 8 1.5
ART Metrics 1 1 3 5 8 0.6
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©2016 DCG Software Value
Phase 1 – Step 8
Prepare Implementation Backlog and Implement
0
50
100
150
200
250
300
350
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41
Days
Burn-up Chart Example
Done
24 Hours
2-4 Weeks
Daily
Standup
Iteration
BacklogImplementation
Backlog
Continuous
Reporting
Demo
Iteration
Planning
Potentially
Deployable
Retrospective
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©2016 DCG Software Value
Contact Us
Email: [email protected]
Phone: 1-610-644-2856
http://www.softwarevalue.com
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Measure. Optimize. Deliver.
softwarevalue.com