devops, safe and critical information bearers: a practical approach for planning and communication...
DESCRIPTION
A lot of enterprises have successfully adopted agile practices and are now challenged by the questions: How do we scale it? How will we know what is going on in development, product management and deployment? How do we know that we develop according to business priorities? How do we make the quicker development cycles lead to faster market response and more frequent releases? To answer these some companies have turned to a DevOps approach and use concepts like the Scaled Agile Framework (SAFe). Join us in this session to look at the critical information bearers in such a setup and how information from business planning, portfolio management, program management and release planning are connected.TRANSCRIPT
SARAJEVO, 27.10.2014
ERIK SCHUMANN - Lean | Agile Coach (SPC)
DevOps, SAFe and critical information bearers.A practical approach to achieve consistent planning and
communication
3Leffingwell et al. © 2014 Scaled Agile, Inc.
About Sellegi Technologies
Sellegi offers tools, services and training for
complex projects with top of the line experts in the
areas
– ways of working
– agile and lean development
– automated information analysis
– tool integrations
Sellegi ACT is an agile tool for portfolio and program
management
Sellegi Technologies is a tooling and service partner
of Scaled Agile Inc
Sellegi Technologies focus is to help companies scale their agile and lean
efforts with training, consultancy and tools.
Agenda
• Agenda
• DevOps Planning Scenarios
• SAFe Overview
• Program Information Flow
• Consistent Prioritization
• References
DevOps Business Pain Points
Inability to quickly respond to business needs and changes because of complex interdependent applications, processes, technologies, and tooling
Unremarkable Customer Experience: Value stream becomes fragmented and diluted because needs are lost in translation from business planning to deployment
Unintended consequences in business release delivery due to inability to manage complexities
Slow
Hard to use
Broken
Addressing Business Pain Points
How do we track delivery of value to our customers across multiple inter-dependent teams??
Empower Program Delivery Synchronize program-wide changes with multi-
level planning
Accelerate delivery of value with joined application delivery pipeline in synchronized Agile Release Trains
Focus on delivery of value through customer & delivery analytics
6
Key Scenarios – Deliver Corporate
Initiative
Sub-Scenarios Core Solution Roles
#&@$! Happens Synchronize program-wide changes and roadmap with multi-level planning
• Program Management Team• Enterprise IT Architect• Execution Teams• Business Owner
Implement and Deploy the #&@$!
Accelerate delivery of value with composite application delivery pipeline in synchronized Agile Release Trains
• Program Management Team• Enterprise IT Architect• Execution Teams
Why Isn’t the #&@$! Getting to Customers?
Focus on delivery of value through customer & delivery analytics
• IT Director• Lean Improvements Team
Multi level planning
SAFE OVERVIEW
9
Agile development turns the world around
10
EstimatedVariable
Parameters
RestrictiveFixed
ParametersSet of requirements
Feature maturityCost
Delivery timeCost
Delivery time
Agiledevelopment
Predictivedevelopment
The Agile manifesto
Does it scale?
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellenceand good design enhances agility.
10. Simplicity--the art of maximizing the amountof work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
1. Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from acouple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must worktogether daily throughout the project.
5. Build projects around motivated individuals.Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method ofconveying information to and within a development team is face-to-face conversation.
2 min.
SCALING, ANOTHER STARK CHOICE
You have a blank slate.
Figure out what works for you.
Traditional, finished programs
13
V 1.0 V 2.0
Design
BuildTest
PotentiallyShippable
Design
BuildTest
PotentiallyShippable
Design
BuildTest
PotentiallyShippable
Program A
Program B
Program C
Integrated anddelivered system
Agile, synchronized programs
14
V 1.0 V 1.1 V 1.2
Design
BuildTest
PotentiallyShippable
Design
BuildTest
PotentiallyShippable
Design
BuildTest
PotentiallyShippable
Program A
Program B
Program C
Integrated anddelivered system
V 1.3 V 1.4 V 1.5 V 2.0 V 2.1
15Leffingwell et al. © 2014 Scaled Agile, Inc.
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
16Leffingwell et al. © 2014 Scaled Agile, Inc.
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
17Leffingwell et al. © 2014 Scaled Agile, Inc.
Scale to the Program Level
▸ Self-organizing, self-managing team-of-agile-teams
▸ Working, system increments every two weeks
▸ Aligned to a common mission via a single backlog
▸ Common sprint lengths and estimating
▸ Face-to-face release planning cadence for collaboration, alignment,
synchronization, and assessment
▸ Value Delivery via Features and Benefits
18Leffingwell et al. © 2014 Scaled Agile, Inc.
Scale to the Portfolio
▸ Centralized strategy, decentralized execution
▸ Lean-Agile budgeting empowers decision makers
▸ Kanban systems provide portfolio visibility and WIP limits
▸ Enterprise architecture is a first class citizen
▸ Objective metrics support governance and kaizen
▸ Value description via Business and Architectural Epics
19Leffingwell et al. © 2014 Scaled Agile, Inc.
Develop on Cadence. Release on Demand.
Development occurs on a fixed cadence.
The business decides when value is released.
Release on Demand
Major
ReleaseCustomer
Upgrade
Customer
Preview
Major
Release New
Feature
Develop on Cadence
PiI PI PI PI PI
20Leffingwell et al. © 2014 Scaled Agile, Inc.
Alignment
20
21Leffingwell et al. © 2014 Scaled Agile, Inc. 21
Transparency
PROGRAM INFORMATION FLOWAND CONSISTENCY
22
Information Nexus
Agile Release Trains Aligned with Business Release
Portfolio PlanningBusiness Release 1 Business Release 2
Business Epic 1
Business Epic 2
Business Epic 3
Agile release trains
PI 1 PI 2 PI 3
Feature EFeature C
Feature DFeature A
Architecture work 1Feature B Feature F
At the end of each sprint, the system is executable, testable and there are no open dependencies between teams
IP
Sprint 1
IP
IP
Sprint n
IntegrationPlanning
Sprint plan
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
Story
RoadmappingRelease 1 Release 2
Program Epic 1
Program Epic 2
Program Epic 4
Program Epic 3 Program Epic 5
Pro
gram
Pla
nn
ingFeature A
Feature D
Feature E
Features
Team Release handling
Sprint handlingStory definitionTask planning
Backlog analysis & grooming
change impact
analysis, traceability
IP
Sprint 1
IP
IP
Sprint n
Team 2 Backlog
Story B
1
Story B
3
Story B
2
Story D
2
Story D
1
Story E4
Story E1
Story E2
Story E3
Story F1
Stories
AgileTeam
Port
folio
ProductManager
Business Need
EnterprArch
SystemImprovement
Portfolio Backlog
Analysis &Prioritization
Combinedranking
Refinement
Busines Epics
Business Need
Business Need
Business Need
SystemImprovement
SystemImprovement
Portfolio Backlog
ACT
Pro
gram
ProgramBacklogProduct
ManagerReleaseMgmt
ACT
Analysis / Breakdown
ReleasePlanning
Epics Work Packages(Integration elements)
Release and iteration definition
Agile Release Trains
PI 1 PI 2 PI 3
Feature E
Feature C
Feature DFeature AArchitecture
Feature B Feature F
RTEAgile
Teams
Team Backlog
Team Backlog
Team Backlog
ACT
IterationPlanning
SystemTeam RTE Enterpr
Arch
Story D
2Epic
Backlog
Backlog, breakdown and information flow
PortfolioProgram
Release planningProgram - Collaboration
Iteration planning for teamsTeam
26
Epic A
Epic B
Epic C
Epic D
Feature A
Feature B
Feature C
Feature D
Feature E
Work Package A
Work Package B
Work Package C
Work Package D
Work Package E
Story A
Story B
Story C
Story D
Integration elements”A team can implement
this in one sprint”
Backlog, breakdown and information flow
PortfolioProgram
Release planningProgram - Collaboration
Iteration planning for teamsTeam
Breakdown
Information updates27
Epic A
Epic B
Epic C
Epic D
Feature A
Feature B
Feature C
Feature D
Feature E
Work Package A
Work Package B
Work Package C
Work Package D
Work Package E
Story A
Story B
Story C
Story D
Backlog, breakdown and information aggregation
28
Backlog, breakdown and information aggregation
29
Semantic Integration with Sellegi ACT
Integrations to other tools also available
WIP Limits, Metrics and Process
CONSISTENT PRIORITIZATION
32
Prioritization and Cost of Delay
”Developers measure development cycle time and seek to make it shorter. However, when you ask them how much life-cycle profit will decrease due to a week of delay they don’t know”
”If you only quantify one thing, quantify the cost of delay”
Don Reinertsen, The Principles of Product Development Flow
Cycle Time Product Cost
Product ValueDevelopment
Expense
Risk
Prioritize fastest delivery of business value with
WSJF
34
Cost of Delay / WSJF according to SAFe
35
User|Business Value + Time Criticality + RR|OE Value WSJF =
Job Size
Suggestion:Use the relative fibonacci scale for each variable
Interconnected backlogs part 1:WSJF feature prioritization
Interconnected backlogs part 2:WSJF prioritization effects on team planning
Scaling agile has three main challenges:
Cadence – Alignment – Transparency
You can scale from scratch or you can use an establised standard
SAFe is a proven, public facing collection of best practices
SAFe relies heavily on transparency, information breakdown and connected backlogs
Use regular prioritizations to reflect on new information
If you quantify one thing, quantify the Cost of Delay
Transparency with real-time Insight
• Quick decisions have to be fact-based
• Facts have to be available in real-time
• Integrated information with traceability between all levels
39
References
40
• Rational’s SAFe Transformation - DevOps Blogs on jazz.net: https://jazz.net/blog/index.php/author/asilber/?tag=DevOps
• Scaled Agile Framework: scaledagileframework.com
• Don Reinertsen: “The Principles of Product Development Flow”
• Backlog prioritization with Sellegi ACT: http://sellegi-act.com
Thank You