scaling lean agile agile prage 2014 (armani)

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IBM Innovate 2010 Session Track Template

Scaling Lean AgileFabio [email protected]

11Author Notes:This is the PowerPoint template for the Innovate 2013 Track SessionsThis template has been built in PowerPoint 2003. If youre using PowerPoint 2007 or above, you may experience different usability results than what is provided as guidance here.To allow all masters of your exiting presentation to be updated correctly, download this template to your hard drive and copy your existing slides into the new template using slide sorter.IBMers can find additional information on presentation guidelines and resources at:https://w3-connections.ibm.com/wikis/home?lang=en-us#!/wiki/Rational%20Presentation%20Templates,%20Guidelines,%20and%20ResourcesIBM Rational presenters can leverage existing brand-level assets and sparklers (including Rational Brand Messaging Slides, Client Success Slides and Client Quotes, Statistics) from SSWs Brand Content Page:https://w3-03.sso.ibm.com/software/xl/myportal/content?synKey=R789607U42052O71

Imagery guidelines: Avoid using cartoon like clip-art, use photo-art instead. Third party material cannot be used in a presentation without written permission (this includes product and Web page screen shots, and photos). Images must be acquired from a royalty-free to use source such as:Microsoft or Lotus Symphony Clip Art libraryhttp://www.freebyte.com/clipart_images_photos_icons/#freevectorgraphicshttp://www.freedigitalphotos.net/IBMers can use royalty-free images from the following repositories:IBM Brand Systems Center / Assets / PhotographyLogin instructions: https://w3-connections.ibm.com/forums/html/topic?id=c1082624-e54c-4e04-bad1-ddb150ac7540IBM Software Story Imageshttps://w3-connections.ibm.com/files/app#/collection/b7570645-b2f8-4450-a27f-9269a163fc2dIBM Rational Presentation Image Library: https://w3-connections.ibm.com/wikis/home?lang=en_US#!/wiki/Rational%20Presentation%20Templates,%20Guidelines,%20and%20Resources/page/Presentation%20Image%20Library

Fabio ArmaniCEO of OpenWareLean Agile Coach & ConsultantOrganizational Change [email protected]

About Me

AgendaAgile Development @ScaleExtended Lean Agile FrameworksDisciplined Agile Development (DAD)Scaling Agile Framework (SAFe)Agility Path + CIFLarge-scale ScrumConsiderationsConclusion

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AgendaAgile Development @ScaleExtended Lean Agile FrameworksDisciplined Agile Development (DAD)Scaling Agile Framework (SAFe)Agility Path + CIFLarge-scale ScrumConsiderationsConclusion

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What Agile is NOT !!

5Disciplined Agile Delivery

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?ProjectInitiation?Release intoProduction?Operate inProduction?EnterpriseDisciplines?ProjectSelection?

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See www.ambysoft.com/essays/agileLifecycle.html

This is the Scrum construction lifecycle. There are a lot of good ideas here, but its not complete.Scrum practices:Product Backlog Prioritized stack of requirementsValue-Driven Lifecycle Deliver potentially shippable software each sprintSelf Organization The people who do the work are the ones who plan and estimate itRelease Planning Develop and then maintain a high-level project planSprint Planning At the beginning of a sprint, the team plans in detail what they will deliver and how they will do the workDaily Scrum Meeting Each day, hold a 15-minute coordination meetingSprint Demo At the end of the sprint demo show what youve built to key stakeholdersRetrospectives Take the opportunity to identify opportunities for improvement throughout the project.

Roles:Scrum Master Team leadProduct Owner Responsible for prioritizing items in the product backlog, represents the stakeholdersTeam Member Developers, on the team

WHAT?

Lean Agile @Enterprise

Does Agile Scale? YES!

Does Agile Scale? YES!Scaling:The majority of agile teams are geographically distributed in some mannerOrganizations have reported successful agile programs of 500+ peopleOne third of agile teams are in regulatory situations75% of organizations doing agile are doing so on medium complexity or greater projects17% of organizations are successfully applying agile in outsourcing situations78% of teams are working with legacy systems32% of organizations report successful interaction between enterprise architects and agile teams11% 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 ScalingSoS Scrum Of ScrumsBecomes more difficult after 6 or so TeamsPlanning & Ceremonial Events conflictDoesnt really address a Portfolio & Program ViewStill thinks of smaller projectsPlanning Roadmap horizons are still shortFails to recognize that Waterfall still existsGovernance & Authority start to failNo Clear Content Authority once you scale to a Program or Portfolio levelWho resolves priorities across dozens of teams?Who then drives releases?

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Scaling

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31ScalingWe do not need to scale every aspect of Agile

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32Problems of ScalingReporting & Metrics arent sufficient across large numbers of teams or programsTraditional sources of information (Scrum/Agile Alliance) arent mature to help thisNote: In Jan 2013 Ken Schwaber introduced CIF Continuous Improvement Framework

SAMPLE

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HOW?

AgendaAgile Development @ScaleExtended Lean Agile FrameworksDisciplined Agile Development (DAD)Scaling Agile Framework (SAFe)Agility Path + CIFLarge-scale ScrumConsiderationsConclusion

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What Should a Scaled Framework Address?

Multiple Agile TeamsShould be able to handle dozens of teams (Scrum starts to break around 7)Incorporation of XP Engineering practicesWaterfall TeamsThey still exist. Not everything can be AgileProgram Level planning and views

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What Should a Scaled Framework Address?Governance and shared resources (like Enterprise/System Architects, UX, etc.)Specialized teams for Release planning, system integrationClear content authorityPortfolio Management and the management of WIP (strategic level)

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DAD

DAD - Disciplined Agile Delivery

Concept: The Agile 3C Rhythm

Inception

Coordinate

Construction

Collaborate

Transition

ConcludeRelease rhythmIterationPlanning

Coordinate

Development

Collaborate

Stabilize

ConcludeIteration rhythmCoordination Meeting

Coordinate

Daily work

Collaborate

Stabilize

ConcludeDaily rhythmThe Coordinate-Collaborate-Conclude rhythm occurs at several scales on a DAD project:

41Consider things from the point of view of a team member. The daily stand up meeting is followed by work that, at the end of the day, is stabilized and committed. This cyclic rhythm takes place in another rhythm of an iteration. At a still higher level, you have the cyclic rhythm of Inception, Construction, and Transition.

Rhythms are important to keep a large team in sync as well as avoiding burnout. Suggested reading:Software Development Rhythms: Harmonizing Agile Practices for Synergy. Kim Man Lui and Keith C. C. Chan (2008)

* Slide Courtesy of IBMAgile Scaling Factors

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Pick a few scaling factors and discuss how they influence agile adoption.

For example, geographical distribution (co-located at one extreme and multiple time zones, working hours, and a distributed team at the other).

DAD - Disciplined Agile DeliveryDecision Oriented Framework

43Coordinate:For teams that deploy continuously, on the order of days or a few weeks, then your construction efforts will be so disciplined that you dont need to do much planning for this phase because you simply follow your regular procedures, many of which are likely to be automated

Collaborate:This could be a huge range of effort.For continuous deployment environments, this may be virtually nothing more than doing a final build and regression test run (which in itself could run for days or weeks depending on the complexity of the solution). For environments where you dont deploy very often this often gets drawn out because you likely wont have automated this effort and because the deployments include more functionality (thereby increasing the complexity of the deployment effort, potentially exponentially). Conclude:Do light-weight review for production readiness.This is one deployment step that you dont want to automate typically, but instead someone(s) must make a conscious decision to deploy.

SAFe

SAFe - Scaled Agile Framework

Scaled Agile Framework Big Picture

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Agile Teams

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Scale to Program Level

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Scale to Portfolio

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SAFe Scaling Agile FrameworkPrescriptive Framework

51Coordinate:For teams that deploy continuously, on the order of days or a few weeks, then your construction efforts will be so disciplined that you dont need to do much planning for this phase because you simply follow your regular procedures, many of which are likely to be automated

Collaborate:This could be a huge range of effort.For continuous deployment environments,