organizational and technical strategies for achieving the lean-agile enterprise

World®’16

OrganizationalandTechnicalStrategiesforAchievingtheLeanAgileEnterpriseFrancisKelly- VPofPartnerDevelopmentandEnterpriseSales- ScaledAgile,Inc.

AMX116S

AGILEMANAGEMENT

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Abstract

Joinusforanengagingandhigh-energytalkwherewe'lldiscusshowleadership,Leanconcepts,productdevelopmentflowandteam-levelagilehelpyouachievealignment,transparencyandvisibility—fromtheportfoliothroughtheprogramandteamlevels—andensurevaluedelivery,customersatisfactionandhappydevelopers.

FrancisKellyVicePresident,PartnerDevelopmentandEnterpriseSales


Wethoughtwe’dbedevelopinglikethis.


LibraryofCongress

Butsometimesitfeelslikethis.


Problems discovered

too lateNo way to improve

systematically

Hard to manage

distributed teams

LatedeliveryToo little

visibility Too early commitment to a design that didn’t

work

Poor morale

Massive growth in

complexity

Phase gate SDLC isn't

helping reduce riskUnder-

estimated dependencies

Andourretrospectivesreadlikethis:


Management’schallenge

It is not enough that management commit themselves to quality and productivity. … They must know what it is they must do.

Such a responsibility cannot be delegated.

—W. Edwards Deming

“…andifyoucan’tcome,sendnoone.”—VignettefromOutoftheCrisis,Deming,1986


Whatitistheymustdo

§ EmbraceaLean-Agilemindset

§ ImplementLean-Agilepractices

§ Leadtheimplementation

§ Getresults

9 ©2016CA.ALLRIGHTSRESERVED.@CAWORLD#CAWORLD9

EmbraceaLean-Agilemindset


EmbraceLean-Agilevalues

HouseofLean

Individualsandinteractionsoverprocessesandtools

Workingsoftwareovercomprehensivedocumentation

Customercollaborationovercontractnegotiation

Respondingtochangeoverfollowingaplan

AgileManifesto

LEADERSHIP

Res

pect

for

peop

le a

nd c

ultu

re

Flow

Inno

vatio

n

Rel

entle

ssim

prov

emen

t

VALUE

Valueinthesustainablyshortestleadtime

Thatis,whilethereisvalueintheitemsontheright,wevaluetheitemsontheleftmore.

Weareuncoveringbetterwaysofdevelopingsoftwarebydoingitandhelpingothersdoit.Throughthisworkwehavecometovalue:


#1- Takeaneconomicview

#2- Applysystemsthinking

#3- Assumevariability;preserveoptions

#4- Buildincrementallywithfast,integratedlearningcycles

#5- Basemilestonesonobjectiveevaluationofworkingsystems

#6- VisualizeandlimitWIP,reducebatchsizes,andmanagequeuelengths

#7- Applycadence,synchronizewithcross-domainplanning

#8- Unlocktheintrinsicmotivationofknowledgeworkers

#9- Decentralizedecision-making

SAFeLean-Agileprinciples


Buildingincrementallyacceleratesvaluedelivery

4 444 :Documents Documents Unverified System System


Anddeliversbettereconomics

Earlydeliveryprovidesfastvaluewithfastfeedback

Time

Valu

e D

eliv

ery

Fast feedback


ImplementLean-Agilepractices


SAFe® isafreelyrevealedknowledgebaseofintegrated,provenpatternsforenterprise

Lean-Agiledevelopment.

Knowledgeforpeoplebuildingtheworld'smostimportantsystems

scaledagileframework.com


Three-levelSAFe4.0

Expandonelevel


NothingbeatsanAgileteam

§ Cross-functional,self-organizingentitiesthatcandefine,build andtest athingofvalue

§ Appliesbasicscientificpractice: Plan—Do—Check—Adjust

§ Deliversvalueeverytwoweeks

Team1

Teamn

Do

CheckAdjust

Plan

PDCA


Thatintegratesfrequently

AgileTeam1

AgileTeam2

Mainline

Checkinfirstslice

Checkoutmostfunctionality

Checknewestchangesbackin

Alwayscurrentmainlineincreasesprogramvelocity

§ Avoidphysicalbranchingforsoftware

§ Frequentlyintegratehardwarebranches

§ Usedevelopmentbyintentioninforinter-teamdependencies

Integrationpointscontrolproductdevelopment.— Dantar Oosterwal,TheLeanMachine


Appliestestautomation

Testautomationsupportsrapidregressiontesting

4 Implementedinthesameiteration

4 Maintainedunderversioncontrol

4 Passingvs.not-yet-passingand

brokenautomatedtestsarethereal

iterationprogressindicator

Done

ü Test1ü Test2ü Test3ü Test4ü Test5

…

ü Test1Test2

ü Test3Test4Test5…

Progress

Testautomation

Buildingfunctionality

Iteration

û


ExceptateamofAgileteams

§ Align50-125practitionerstoacommonmission

§ Applycadenceandsynchronization,ProgramIncrementsevery6-12weeks

§ ProvideVision,Roadmap,architecturalguidance

D

CA

P

D

CA

PD

CA

PD

CA

PD

CA

PD

CA

PD

CA

PD

CA

P


Withsomearchitecturalrunway

ArchitecturalRunway—existingcode,hardwarecomponents,etc.thattechnicallyenablenear-termbusinessfeatures

4 Enablersbuilduptherunway

4 Featuresconsumeit

4 ArchitecturalRunwaymustbecontinuouslymaintained

4 Enablersextendtherunway

ArchitecturalRunway

…tosupportfuturefeatures

Implementednow…

FeatureFeature

Feature

Enabler


TheARTtakesasystemsview

Business ProductMgmt

Hardware Software Testing

A G I L E R E L E A S E T R A I N

Program DeploymentArch/SysEng.


SynchronizeswithPIPlanning

4 Allstakeholdersface-to-face(buttypicallymultiplelocations)

4 Managementsetsthemission,withminimumpossibleconstraints

4 Requirementsanddesignemerge

4 Importantstakeholderdecisionsareaccelerated

4 Teamscreate—andtakeresponsibilityfor—plans

Futureproductdevelopmenttaskscan’tbepre-determined.Distributeplanningandcontroltothosewhocanunderstandandreacttotheendresults. — MichaelKennedy,ProductDevelopmentfortheLeanEnterprise

ForashortvideoPIplanningexample,see:https://youtu.be/ZZAtl7nAB1M


Demonstrates the full system every two weeks

§ An integrated solution demo

§ Objectivemilestone

§ Demofromthestagingenvironment,

orthenearestproxyFullsystem

SystemTeam


Inspects and adapts every PI

Every PI, teams systematically address the larger impediments that are limiting velocity


Buildaportfolioorganizedaroundvalue

§ IdentifyandorganizearoundValueStreams

§ CommunicateenterprisestrategywithStrategicThemes

§ EmpowerdecisionmakerswithLean-AgileBudgeting

§ Providevisibilityandgovernancetocross-cuttinginitiativeswithKanban

Trigger $

Lead time


Collapseonelevel

ApplytheValueStreamlevelforlargesystems


§ Applycadenceandsynchronization

§ EstablishlocalgovernancewithValueStreamrolesandEconomicFramework

§ ManagefixedandvariableSolutionIntent

§ ManagetheflowofCapabilitieswiththeValueStreamKanban

§ FrequentlyintegrateandvalidateCustomersolutions

New4.0ValueStreamlevel


Leadtheimplementation


Leadershipfoundation

People are already doing their best; the problems are with the system. Only management can change the system.

—W. Edwards Deming

Res

pect

for

peop

le a

nd c

ultu

re

Flow

Inno

vatio

n

Rel

entle

ssim

prov

emen

t

VALUE

LEADERSHIP


ImplementingSAFe® 1-2-3


SAFe implementation:startwiththefirstART!


Getresults


Businessresults

30– 75%fastertimetomarket

Happier,moremotivatedemployees

20– 50%increaseinproductivity

50%+defectreduction

See ScaledAgileFramework.com/case-studies


See ScaledAgileFramework.com/case-studies


Gaintheknowledge

LeadingSAFe® 4.0withSACertification

ImplementingSAFe® 4.0withSPC4Certification

FindSAFetrainingworldwideat:ScaledAgile.com

ExploretheSAFeknowledgebaseandfindfreeresourcesat:ScaledAgileFramework.com


Questions?


Thankyou.

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organizational and technical strategies for achieving the lean-agile enterprise

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