be agile, scale up, stay lean and have more fun - dean leffingwell - agile israel 2014
DESCRIPTION
Dean leffingwell explains how to scale Agile priniciples in the opening Keynote to Agile Israel 2014.TRANSCRIPT
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Be Agile. Scale Up. Stay Lean. And Have more Fun.with the Scaled Agile Framework®
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Keeping Pace
• We’ve had Moore’s Law for hardware and now software is eating the world
• Our development practices haven’t kept pace. Agile shows the greatest promise, but was developed for small teams
• We need a new approach that harnesses the power of Agile and Lean and applies to the needs of the largest software enterprises
Our development methods must keep pace with an increasingly complex world driven by software
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
We thought we’d be programming like this
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
But sometimes it feels like this
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Management Challenge
If you can’t change the system, who can?
“It is not enough that
management commit
themselves to quality and
productivity, they must know
what it is they must do.”
—W. Edwards Deming
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Be Agile
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
A Stark Choice of Approaches
4 444 :Documents Documents Unverified Code Software
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Accelerating Value Delivery
Early value delivery accumulates and accumulates
Time
Va
lue
De
live
ry
Agile
Waterfall
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Makes Money Faster
TIME
Waterfall margins
begin here
VA
LUE
DE
LIV
ER
Y
Market value of a feature over time
Agile cumulative margins
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Delivers Better Fit for Purpose
TIME
What the customer would, in the end, like to
have
What the customer
thought they wanted
Waterfall result
Agileresult Measure of
waterfall customerdissatisfaction
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Reduces RiskR
isk
Agile
Waterfall
Time
Deadline
?
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Scale Up
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scaling, Another Stark Choice
You have a blank slate.
Figure out what works for you.
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©2008-2014 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
ScaledAgileFramework.com
Synchronizes
alignment,
collaboration and
delivery for large
numbers of teams
CORE VALUES
1. Program Execution
2. Alignment
3. Code Quality
4. Transparency
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
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 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?
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean Thinking Provides the Tools We Need
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Goal: Speed, Quality, Value
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
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Respect for People
Your customer is whoever consumes your work
Don’t trouble them
Don't overload them
Don't make them wait
Don't impose wishful thinking
Don't force people to do wasteful work
Equip your teams with problem-solving tools
Form long-term relationships based on trust
People Develop individuals and
teams; they build products
Empower teams to continuously improve
Build partnerships based on trust and mutual respect
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Kaizen
Become Relentless In: Reflection
Continuous improvement as an enterprise value
A constant sense of danger
Small steady, improvements
Consider data carefully, implement change rapidly
Reflect at milestones to identify and improve shortcomings
Use tools like retrospectives, root cause analysis, and value stream mapping
Protect the knowledge base by developing stable personnel and careful succession systems
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Product Development Flow
Don Reinertsen
Principles of 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
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Nothing Beats an Agile Team
Valuable, fully-tested software increments every two weeks
Empowered, self-organizing, self-managing cross-functional teams
Teams operate under program vision, architecture
and user experience guidance
Scrum project management and XP-inspired technical practices
Value delivery via User Stories
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
That Focuses on Code Quality
You can’t scale crappy code
Code Quality Provides
o Higher quality products and
services, customer satisfaction
o Predictability and integrity of
software development
o Development scalability
o Higher development velocity,
system performance and
business agility
o Ability to innovate
Agile Architecture
Continuous Integration
Test-First
Refactoring
Pair Work
Collective Ownership
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©2008-2014 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
Remember there are
two systems at work here!
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Program Level
Self-organizing, self-managing team-of-agile-teams
Working, system-level software at least every two weeks
Aligned to a common mission via a single backlog
Common sprint lengths and estimating
Face-to-face planning cadence for collaboration, alignment, synchronization, and assessment
Value delivery via Features and Benefits
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©2008-2014 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
UpgradeCustomer Preview
Major Release New
Feature
Develop on Cadence
PSI PSI PSI PSI PSI
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Stay Lean
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©2008-2014 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
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Portfolio
Centralized strategy, decentralized execution
Lean budgeting at the Program level
Kanban systems provide portfolio visibility and WIP limits
Enterprise architecture is a first class citizen
Objective metrics support governance and kaizen
Value delivery via Business and Architectural Epics
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Program Portfolio Management
Fulfills its responsibilities while enabling lean and agile practices for better 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
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
On “Managing” Knowledge Workers
Workers are knowledge workers if they know more about the work they perform than their bosses.
—Peter Drucker
• Workers themselves are best placed to make decisions about how to perform their work.
• To effectively lead, the workers must be heard and respected.
• Knowledge workers have to manage themselves. They have to have autonomy.
• Continuing innovation has to be part of their work, the task, and the responsibility of knowledge workers.
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean Foundation: Leadership
Management is trained in lean thinking
Bases decisions on this long term philosophy
1. Take a Systems View
2. Embrace the Agile Manifesto
3. Implement Product
Development Flow
4. Unlock the Intrinsic Potential
of Knowledge Workers
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Winning is More Fun
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Better Quality is More Fun
44% decrease in post release defects
76%+ decrease in time to respond to customer request
“greatest thing Mitchell has done in my 14 years here”
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More Engaging Work Environments
Average delivery cycle time down from 12 month to 3 months
6X increase in delivery frequency
50% cost to deliver reduction 95% decrease in product defects 100% projects delivered on time
and on budget Happy project sponsors Happy teams
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Faster Time to Market with Higher Quality
Field issue resolution time: down 42%
Warranty Expense: down 50% Time to production: down 20% Time to market: 20% faster Employee engagement: Up
9.8%
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Knowing Why is More Fun
Substantially improved communication with peer teams, program stakeholders, and domain and technical experts
Teams were able to commit to a realistic plan
Better alignment to the key program priorities
Teams understand “why are we doing this important work”
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Next Steps
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Conclusion
The foundation of
Lean is LEADERSHIP
The foundation of
SAFe is YOU
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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Educate and Launch
Browse the framework
Read the book
Build your expertise with training and certification
Accelerate value delivery with your first Agile Release Train
Get help from the experts at ScaledAgile.com and ScaledAgilePartners.com
Join the community at community.ScaledAgile.com
Become a SAFe
Lean-Agile Leader
Launch Agile
Release Trains
Leverage the
Community
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A Look Ahead
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GA: July 28, 2014, 204