at bruxelles scaling agile - v1.5 slideshare

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© OCTO 2012 © OCTO 2012

Agile at Large Scale

A Return on Experience from a Large Project

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© OCTO 2012

Mathieu Despriée – Senior Architect

@mdeocto

Hervé Lourdin – Project Director,

@HerveLourdin Lean & Agile practice leader

Who we are

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© OCTO 2012

Hypothesis

You are not new with Agile

You know what mean:

User Story

Story Point

TDD

Continuous Integration

Retrospective

You know SCRUM

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© OCTO 2012

We will focus on differences

we noticed at large scale

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Wish to create a new innovative product

New Technologies, New Architecture

Touch screen for front office

Web for the back office

Strategic project for the company

9500 customers

5 M of sales transactions per day targeted

Chosen Methodology: SCRUM

Project context

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© OCTO 2012

This 1st agile experiment at large scale burns lot of project

management resources

The 7 distributed teams have difficulties to integrate their

respective developments

UA phases are painful because of unstable software

A first major version is awaited by the market 6 months later

After 6 months of development

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© OCTO 2012

Create The Flow

Quality At Large Scale

Adapt Yourself To The Flow

Steering The Flow

Improve

Agenda

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CREATE THE FLOW

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Visualize The Flow

Rituals At Large Scale

Cadence

CREATE THE FLOW

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Visualize The Flow


Cadence

CREATE THE FLOW

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TODO WIP DONE

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At large scale, the Value

Stream must be detailed

Upstream & Downstream of the

development phase

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…with an electronic version for geo-distributed teams

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Visualize The Flow


Cadence

CREATE THE FLOW

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Dev. TesterTech LeadTeam Lead

OpsTe

am

am

ba

ss

ad

ors

Methodological

Coach

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Ops

Leader

Team

Leaders

Test

LeaderSupport

Leader

CTO

Problems

Only

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Multi-site demo

Romania

1 team

Moldavia3 teams

Vietnam

2 teams

France

3 teams

Skype Mikogo

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Visualize The Flow


Cadence

CREATE THE FLOW

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Iteration Cost Model

Coordination & Steering

Value Added Work

Costs

TimeIteration beginning Iteration end

Transaction

Cost

Transaction

Cost

*Source : David Anderson

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© OCTO 2012

Iteration Cost Model


Value Added Work

Costs


Transaction

Cost

Transaction

Cost


TOTAL : 4 to 5 weeks

~6 FTE

1

week1

week

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The Lack Of

FEEDBACK

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On The Project


Value Added Work

Costs


Transaction

Cost

Transaction

Cost


TOTAL : 4 to 5 weeks

~6 FTE

1

week1

weekFailure Load

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© OCTO 2012

Objective : 2 weeks


Transaction

Cost

Value Added Work

Costs


1

week

~6 FTE

Failure Load

1

day


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Create The Flow



Steering The Flow

Improve

Agenda

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© OCTO 2012

2

QUALITY AT LARGE SCALE

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Only one Continuous Integration

45 Developers

SVN

Continuous

Integration

Jenkins/Maven

Site 1

Site 2

Site 3

100 commits/day

on Trunk

Build + Unit Tests

every 3 min

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You Gonna Have To Test All That !

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sd

Specifying with Acceptance Tests

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Specifying with Acceptance Tests

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STOP THE LINE

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Software Factory

SVN

Continuous

Integration

Jenkins/Maven

Site 1

Developers

Site 2

Site 3

Business

Analysts

Green Pepper

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You Build it?

You Fix it!

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2 weeks !!


Value Added Work

Costs


1

day

Failure Load

0,5

day

2 weeks

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Create The Flow



Steering The Flow

Improve

Agenda

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ADAPT YOURSELF

TO THE FLOW

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BETTER TO PUMP EVEN IF NOTHING HAPPENS

THAN TO RISK SOMETHING WORSE HAPPENING

BY NOT PUMPING

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Sprint Planning


Value Added Work

Costs


1

day

Failure Load

0,5

day

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Sprint planning


Value Added Work

Costs


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More adaptability for the PO: continuous planning

Teams estimate “on the fly”

It is not necessary to calculate “how much we can do for this

iteration”

Stories can’t be “half done” anymore

Migrating to “Pure” Flow : Gains

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© OCTO 2012

No more sprint planning does not mean no rituals anymore:

Demo are still needed and,

Retrospectives are mandatory!

No iterative planning anymore but you need to check

continuously the buffers

Migrating to “Pure” Flow : Warnings

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© OCTO 2012

Product

Backlog

BUFFER

Requirement

(using tests)

BUFFER BUFFER

Validation on

the flyDev

Acceptance

Infra gtw

(perf, sécu…)

DONE

& in PROD

CHECK POTENTIAL FLOW DISRUPTIONS

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© OCTO 2012

« With Great Power, comes Great

Responsibility »Benjamin « Ben » Parker

P.O. must be constantly available to support teams on:

Planning

Business / Functional questions

Migrating to “Pure” Flow : Warnings

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Component Teams

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Component AFront Office

Team A

Component BExchanges

Team B

Component CBack Office

Team C

Component DBatches

Team D

FEATURE 1

FEATURE 2

FEATURE 3

FEATURE 4

FEATURE 5

FEATURE 6

FEATURE 7

FEATURE 8

FEATURE 9

FEATURE 10

Component Teams

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© OCTO 2012


Team A


Team B


Team C

Component DBatchs

Team D

FEATURE 1

FEATURE 2

FEATURE 3

FEATURE 4

FEATURE 5

FEATURE 6

FEATURE 7

FEATURE 8

FEATURE 9

FEATURE 10

Component Teams

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© OCTO 2012


Team A


Team B


Team C

Component DBatchs

Team D

FEATURE 1

FEATURE 2

FEATURE 3

FEATURE 4

FEATURE 5

FEATURE 6

FEATURE 7

FEATURE 8

FEATURE 9

FEATURE 10

Component Teams

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© OCTO 2012

Component ATobacco

Team

Component BDemat.

Team

Component CPressTeam

Component DTelecom

Team

FEATURE 1

FEATURE 4

FEATURE 5

FEATURE 3

FEATURE 6

FEATURE 8

FEATURE 9

FEATURE 2

FEATURE 7

Feature Teams

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Cross-Techno Team

Team Leader

Developers

Tester

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Create expertise on business and Give autonomy:

Team / Team members should be able to take decision by

themselves

Teams can live at their own pace if required by their backlog

priorization

Feature Teams: Gains

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As a counterpart…

Feature Team

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© OCTO 2012

Component ATobacco

Team

Component BDemat.

Team

Component CPressTeam

Component DTelecom

Team

FEATURE 1

FEATURE 4

FEATURE 5

FEATURE 3

FEATURE 6

FEATURE 8

FEATURE 9

FEATURE 2

FEATURE 7

Feature Teams

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Communities of Practice

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A necessary counterbalance to feature-teams

The practice leader is a senior developer, who :

is in charge of the component architecture

makes sure that software is built the correct way

facilitates the sharing of practices

Community of Practice

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© OCTO 2012

“Standard is the best-known practice, in the project team at the

present day, to realise a certain type of task”

The Standard

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Hands On

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Collaborative Design

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TestsJava.NET

Today’s organisation

PRACTICE LEADERSF

EA

TU

RE

-TE

AM

S L

EA

DE

RS

Business

Area A

Business

Area C

Business

Area B

Facilitation & methodology

Release management

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Create The Flow



Steering The Flow

Improve

Agenda

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© OCTO 2012

4

STEERING THE FLOW

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0

50

100

150

200

2500

9/0

8…

11

/08…

13

/08…

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/08…

19

/08…

23

/08…

25

/08…

27

/08…

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/08…

02

/09…

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/09…

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/09…

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nu

mb

er

of

ite

ms

time

Cumulative Flow Diagram (CFD)

INPUT QUEUE

STUDY DEV - WIP

STUDY DEV - DONE

VALIDATION - TODO

VALIDATION - WIP

DONE - WAIT JAVA

DONE - WIP JAVA

DONE - IN CI

DONE - DONE

CANCELLED

In Process : 30 User Stories

Lead Time = 6 weeks

Lead Time < 2 weeks

In Process : 15 User Stories

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© OCTO 2012

0

1

2

3

4

5

6

7

8

9

10

11

12

13

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Occ

ure

nce

s

days

Lead Time Distribution

Average = 11σ = 12n = 106

S M L XL

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http://w

ww

.win

dham

sport

spages.c

om

/im

ages/h

ighschool/sw

imm

ing/2

008/1

22708/b

oy

s/D

SC

_0779.g

if

Defects (20%)

Features (50%)

Improvements (30%)

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Delivery:

Every month: one major release

Every week: one minor release

Lead-time:

Metrics as of today

M

DEV Q/A PROD

4 weeks 4 to 6 weeks

10 WEEKS

L

DEV Q/A PROD

6 weeks

14 WEEKS

6 to 8 weeks

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© OCTO 2012

Software Factory

SVN

Site 1

Site 2

Site 3

Business

Analysts

Green

Pepper

Automated

deployment

(chef)

Dev

Q/A

Ops

• A totally automated build and

deployment pipeline

• Deployment to server and

terminals in one single

click, whatever the target

environment

• More than 100 deployment to

production in 18 months

PROD

Jenkins

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Technical and Business Metrics as Feedback Loop

Business Transactions

€ Mbps

Load

Customer Creations

Connected clients

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Every week

with CTO, team leaders, tech leaders, ops …

Not a planning meeting

Open Agenda: We share things that matter

Problems

Needs

Risks

Information

etc…

And … improvement ideas!

Team Leaders meeting

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2500 customers on production systems, with a growth of 400 new per month

Teams assimilated business and technical knowledge, and methodology

Deployment rythm is sustained, deadlines are met

A collaboration hand in hand Dev and Ops

An actual collaboration between marketing team, and technicalteams

People saying they wouldn’t go back

Status after 18 months (more than 40 iterations !)

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© OCTO 2012

Get control over the value production flow

Give autonomy and responsabilities to people

High trust culture


There’s no magical Agile recipe : you’ll have to adapt yourself

continuously

Key factors of success