scaling lean agile agile prage 2014 (armani)
TRANSCRIPT
Scaling Lean AgileFabio Armani
OpenWare@fabioarmani
• Fabio Armani– CEO of OpenWare– Lean Agile Coach &
Consultant– Organizational Change
Agent– @fabioarmani– www.open-ware.org
About Me
Agenda• Agile Development @Scale• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)• Scaling Agile Framework (SAFe)• Agility Path + CIF• Large-scale Scrum
• Considerations• Conclusion
Agenda• Agile Development @Scale• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)• Scaling Agile Framework (SAFe)• Agility Path + CIF• Large-scale Scrum
• Considerations• Conclusion
What Agile is NOT !!
Predictive ApproachEmpirical Mindset
Predictive ApproachEmpirical Mindset
WHY?
Accelerate time to market Managing changing priorities Better align IT/Business Increase productivity Enhance software quality Project visibility Reduce risks
TechnicalPractices?Project
Initiation? Release intoProduction?
Operate inProduction?Enterprise
Disciplines?
ProjectSelection?
WHAT?
Lean Agile @Enterprise
Does Agile Scale? YES!
Does Agile Scale? YES!Scaling:• The majority of agile teams are geographically distributed in some manner• Organizations have reported successful agile programs of 500+ people• One third of agile teams are in regulatory situations• 75% of organizations doing agile are doing so on medium complexity or greater projects• 17% of organizations are successfully applying agile in outsourcing situations• 78% of teams are working with legacy systems• 32% of organizations report successful interaction between enterprise architects and agile teams• 11% of organizations report that their governance strategy works well with agile teams (yikes)
Source:• DDJ November 2009 State of the IT Union Survey, www.ambysoft.com/surveys/
Small-scale vs Large-scale
Small-scale vs Large-scale
Small-scale vs Large-scale
Small-scale vs Large-scale
Small-scale vs Large-scale
Small-scale vs Large-scale
Small-scale vs Large-scale
Problems of Scaling SoS – Scrum Of Scrums
– Becomes more difficult after 6 or so Teams
– Planning & Ceremonial Events conflict
Doesn’t really address a Portfolio & Program View– Still thinks of smaller “projects”
– Planning Roadmap horizons are still short
Fails to recognize that Waterfall still exists Governance & Authority start to fail
– No Clear Content Authority once you scale to a Program or Portfolio level
– Who resolves priorities across dozens of teams?
– Who then drives releases?
Scaling
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Scaling
We do not need to scale every aspect of Agile
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Problems of Scaling Reporting & Metrics aren’t sufficient across large numbers of
teams or programs Traditional sources of information (Scrum/Agile Alliance)
aren’t mature to help this– Note: In Jan ‘2013 Ken Schwaber introduced CIF – Continuous Improvement
Framework SAMPLE
HOW?
Agenda• Agile Development @Scale• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)• Scaling Agile Framework (SAFe)• Agility Path + CIF• Large-scale Scrum
• Considerations• Conclusion
What Should a Scaled Framework Address?
Multiple Agile Teams– Should be able to handle dozens of teams (Scrum
starts to break around 7)
– Incorporation of XP Engineering practices
Waterfall Teams– They still exist. Not everything can be Agile
Program Level planning and views
What Should a Scaled Framework Address?
Governance and shared resources (like Enterprise/System Architects, UX, etc.)
Specialized teams for Release planning, system integration
Clear content authority Portfolio Management and the
management of WIP (strategic level)
DAD
DAD - Disciplined Agile Delivery
Concept: The Agile 3C Rhythm
Inception
Coordinate
Construction
Collaborate
Transition
Conclude
Release rhythm
IterationPlanning
Coordinate
Development
Collaborate
Stabilize
Conclude
Iteration rhythm
Coordination Meeting
Coordinate
Daily work
Collaborate
Stabilize
Conclude
Daily rhythm
The Coordinate-Collaborate-Conclude rhythm occurs at several scales on a DAD project:
* Slide Courtesy of IBM
Agile Scaling Factors
DAD - Disciplined Agile Delivery• Decision Oriented Framework
SAFe
SAFe - Scaled Agile Framework
Scaled Agile Framework – Big Picture
Agile Teams
Scale to Program Level
Scale to Portfolio
SAFe – Scaling Agile Framework• Prescriptive Framework
DAD vs SAFe
Agility Path
Evidence-Based Management (“EBM”):• Roots in the medical practice.• The application of direct, objective evidence* by
managers to make decisions.• For software development, EBM is employed to
maximize the value of software to the entire organization.
A Matter of Managerial Culture
Evidence, broadly construed, is anything presented in support of an assertion:• Strongest type of evidence is that which provides direct proof of the
validity of the assertion.• Weakest type of evidence is that which is merely consistent with the
assertion, but doesn’t rule out contradictory assertions, as in circumstantial evidence.
*Source: Wikipedia
Direct Evidence of an Organization’s Value
Diagnosing circumstantial evidence in organizational patterns
Process Productivity Value Quality Enterprise
• Scrum• Self-
organization• Product
Backlog• Sprint Planning
• Daily Scrum• Sprint Review
• Sprint Retrospective
• Scaling Scrum
• Definition of Done
• Testing• Clean code• Test-Driven development
• Continuous Integration
• Emergent Architecture
• Accountability• Transparency
• Product Backlog• Alignment
• Release planningand orientation
• PortfolioManagement
• Engineering standards
• Architecture• QA
• ALM
• Communication• Organization
• Culture• People Practices• Sales• Lean
Agility Team• Enterprise Product Owner
– Domain Product Owner– Product Owner
• Enterprise Change Team– Domain Change Team– Change Team
• Enterprise Scrum Master– Domain Scrum Master– Scrum Master
Agility Path Events• Sprint• Sprint Planning
– Functional Change– Sprint Goal
• Weekly Scrum• Evaluation
– Sprint Review– Sprint Retrospective
Agility Path Artifacts• Practice Backlog• Sprint Backlog• Evaluation Backlog• Increment of Change
Agility Path Metrics• Agility Index• Agility Acceleration
Continuous Improvement Framework
Scale Scrum Beyond Your Team• “We have worked with thousand of organizations that are
attempting to become more effective and more agile.• They usually start by implementing Scrum.• Then they are faced with the issue of how to get the most out
of their investment in Scrum.• They wonder how to manage its scaling throughout the
organization.”
CIF Overview• CIF consists of two interacting processes: product
development and continuous improvement.
Large-scale Scrum
Scaling Lean & Agile Development
Scaling Lean & Agile Development• Large Scale Scrum is Scrum: change implications• Fractal structure• Feature teams vs Components Teams• Lean Concepts and Principles• Complex Systems• Queues theory
Scaled Lean & Agile• Empirical oriented framework
Agenda• Agile Development• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)• Scaling Agile Framework (SAFe)• Agility Path + CIF• Large-scale Scrum
• Considerations• Conclusion
…SO?
A possible way …
Culture eats Process for breakfast!
Kotter’s 8 Steps to Change
Principles > Practices
100% predictability =0% innovation
Value & Impact > Velocity
Culture > Process• Shu-level Scrum can get you out a ditch, but won’t make you fly.
– Learn the rules so you can break them.
• Healthy Culture heals broken process.– Hack the culture, and process will follow.
• Agile is Fragile.– It is only sustainable over the long term if all parts of the organization are committed to
it.
• You are the culture.– Model the behavior you want to see.
Lean from the trenches
Lean Mindset
Agility Adoption Rather ThanAgile @Scale
Keep the values, keep the principles, think for yourself.
Keep the values, keep the principles, think for yourself.
Keep the values, keep the principles, think for yourself!
Ken Schwaber
Agenda• Agile Development @Scale• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)• Scaling Agile Framework (SAFe)• Agility Path + CIF• Large-scale Scrum
• Considerations• Conclusion
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Fabio Armaniwww.open-ware.org