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Part I May 13, 2013 Dean Leffingwell Scaled Agile Framework Creator
Andy Powell Product Evangelist and Scaled Agile Framework Program Consultant, VersionOne
2 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC.
Scaled Agile Framework ® is a trademark of Leffingwell, LLC.
Accelerate Enterprise Agile Adoption
with Scaled Agile Framework ®
A Leadership Guide to Building the
Lean|Agile Enterprise
Training . Certification . Community
info@scaledagile.com
Twitter: @ScaledAgile
V6.1
3 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agenda
Leadership
Lean|Agile and Business Benefits
SAFe Core Values
Code Quality
Program Execution
Alignment
Transparency
4 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean|Agile and Business
Benefits
5 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Keeping Pace
Our modern world runs on software. What doesn't
now, likely will soon.
We’ve had Moore’s Law for hardware, and Moore’s
Law+ for envisioning what software could do
But our prior development practices – waterfall, RAD,
iterative and incremental – haven’t kept pace
Agile shows the greatest promise, but was developed
for small team environments
We need a new approach – one that harnesses the
power of Agile and Lean – but applies to the needs of
the largest software enterprises
Our methods must keep pace with an increasingly complex world
6 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Scaled Agile Framework (SAFe)
The Scaled Agile Framework is a proven, publicly-facing framework
for applying Lean and Agile practices at enterprise scale
Synchronizes alignment,
collaboration and delivery
Well defined in books
and now on the web
Scales successfully to large
numbers of practitioners and
teams
Core values:
1. Code Quality
2. Program Execution
3. Alignment
4. Transparency
®
http://ScaledAgileFramework.com
7 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Roots of the Scaled Agile Framework
Lean Thinking Product
Development Flow Agile Development
Field experience at
enterprise scale
Iterative and
Incremental
Development
8 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Framework Creator: Dean Leffingwell
Founder and CEO ProQuo, Inc., Internet
identity
Senior VP Rational Software
Responsible for Rational
Unified Process (RUP) &
Promulgation of UML
Founder/CEO Requisite, Inc.
Makers of RequisitePro
Founder/CEO RELA, Inc.
Colorado MEDtech
Creator: Scaled
Agile Framework
Agile Enterprise
Coach To some of the
world’s largest
enterprises
Agile Executive Mentor BMC, John Deere
Chief Methodologist Rally Software
Cofounder/AdvisorPing Identity, Roving Planet,
Silver Creek Systems, Rally
Software
9 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Contributors
Principal
Contributors
Drew Jemilo
Alan Shalloway
Colin O’Neill
Community Enterprise
Adopters
Associate
Methodologist
Acknowledgements
Alex Yakyma
10 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Business Results
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%
More responsive to market changes
and customer demands
Development teams more engaged,
empowered
Productivity up 20-50%
Significantly improved Product
Management-Development teamwork
Higher returns, reduced investments in
unfinished or unshipped work
John Deere ISG
Source: Chad Holdorf, John Deere, Intelligent Systems Group.
Dallas, Texas Presentation, Dec 2011
Source: QSM Associates Press Release, Sep, 2007
11 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
SAFe Delivers Business Results
Agile teams
average 37-50%
faster to market
− QSM research
Significant
increase in
employee
engagement
- John Deere
Our agile
programs
introduced 50%
less defects into
production
− Confidential
We experienced a
20-50% increase
in productivity
− BMC Case Study
12 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Business Results
Productivity has increased by at least
20-25%
Time to market and level of quality has
increased dramatically
Nearly zero defects after each tire store
system release
“No additional headcount and we're
taking on more than we ever have”
March 12, 2012 News Release
“TradeStation Receives Highest Rating In
Barron’s Magazine’s Annual Ranking of
Online Brokerage Firms”
Best Trading Experience and
Technology
Higher star-rating than 23 other
offerings leading brokers, including
TDAmeritrade, Charles Schwab,
Fidelity, E*TRADE…
Source: Chris Chapman, Director of Product Development,
Discount Tire
Source: Keith Black, CTO and VP, Product Development,
TradeStation Technologies
13 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean Thinking Provides the Tools We Need
Respect for
People
Product
Development
Flow
Kaizen
14 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Goal: Speed, Value, Quality
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 moment the customer gives us
an order to the point 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.
Alan Shalloway
Respect for
People
Product
Development
Flow
Kaizen
15 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Respect for People
Develop individuals and teams;
they build products
Empower teams to continuously
improve
Build partnerships based on
trust and mutual respect
Your customer is whoever
consumes your work
Don’t trouble your customers
Don't force people to do
wasteful work
Don't overload them
Don't make them wait
Don't impose wishful thinking
Equip them with problem-solving
tools
Form long-term relationships based
on trust
Respect for
People
Product
Development
Flow
Kaizen
PEOPLE
16 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Kaizen
BECOME RELENTLESS IN:
Reflection
Continuous improvement as an
entreprise value
Steady, small improvements
Consider all data, then implement
change rapidly
Reflect at key 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
Respect for
People
Product
Development
Flow
Kaizen
17 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
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 Reinertsen, Don. Principles of Product Development Flow
Respect for
People
Product
Development
Flow
Kaizen
18 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Take an Economic View
Develop an economic
framework for
decision making
Empower local
decision making
Do not consider money
already spent
Understand the full
value chain
Sequence jobs for
maximum benefit
Base your decisions on economics
Cycle Time Cost
Value Development
Expense
Risk
Adapted from: Reinertsen, Don. Principles of Product Development Flow
Decisions simultaneously affect multiple variables.
Understanding these interdependencies and
constraints is vital.
19 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Accelerates Value Delivery
4 444 :
Documents Documents Unverified Code Software
20 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Process Movement
Iterative
Processes Spiral RAD RUP…
Agile (Adaptive)
Processes Scrum, XP, Lean, Open UP, FDD, Crystal…
1970 1980 1990 2000
Predictive
Process
2010
Enterprise
Agility
SAFe
Enterprises
BMC Software,
TradeStation
Technologies,
John Deere,
Nokia,
Tripwire,
Mitchell
International,
Discount Tire,
Nokia Siemens
Networks,
Nordstrom,
SEI, Visa,
ValPak
21 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Makes Money Faster
TIME
VA
LU
E D
ELIV
ER
Y
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Reduces Risk R
isk
Agile
Waterfall
Time
Deadline
?
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Delivers Better Fit for Purpose
Time
waterfall plan, result
agile
(adaptive) plan, result
Measure of
waterfall customer
dissatisfaction
24 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
SAFe Core Values
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26 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Teams
Empowered, self-organizing, self-managing teams with
developers, testers, and content authority
Teams deliver valuable, fully-tested software increments every
two weeks
Teams apply Scrum project management practices and XP
technical practices
Teams operate under program vision, system, architecture and
user experience guidance
Value description via User Stories
27 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Code Quality
You can’t scale crappy code
Agile Architecture
Continuous Integration
Test-First
Refactoring
Pair Work
Collective Ownership
Code Quality Provides:
Higher quality products and
services, customer
satisfaction
Predictability and integrity of
software development
Development scalability
Higher development velocity,
system performance and
business agility
Ability to innovate
28 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Program Level
Common sprint lengths and normalized velocity
Face-to-face planning cadence provides development
collaboration, alignment, synchronization, and assessment
Value description via Features and Benefits
Self-organizing, self-managing team-of-agile-teams committed
to continuous value delivery
Continuously aligned to a common mission around enterprise
value streams
Deliver fully tested, system-level solutions every 8-12 weeks.
29 © 2008 - 2013 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
Upgrade
Customer
Preview
Major
Release New
Feature
Develop on Cadence
PSI PSI PSI PSI PSI
30 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Program Execution
Agile Release Trains – self-organizing teams of agile teams – reliably
and frequently deliver enterprise value
Driven by Vision and
Roadmap
Lean, economic
prioritization
Frequent, quality
deliveries
Fast customer feedback
Fixed, reliable cadence
Regular Inspect and
Adapt drives continuous
improvement
31 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Portfolio
Centralized strategy, decentralized execution
Investment themes provide operating budgets for release trains
Business and architectural epic kanban systems provide visibility
and work-in-process limits for product development flow
Enterprise architecture is a first class citizen
Objective metrics support governance and kaizen
Value description via Business and Architectural Epics
32 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Alignment
Alignment from Portfolio to Program to Team
Clear content authority
Face-to-face planning
Aligned Team, Program
and Business Owner
objectives
Cross-team and cross-
program coordination
Architecture and UX
guidance
Match demand to
throughput
Alig
nm
ent
Business Owners
33 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Program Portfolio Management
SAFe patterns provide a transformational roadmap
#1 Centralized control Decentralized decision-making
#2 Project overload Continuous value flow
#3 Detailed project plans Lightweight business cases
#4 Centralized annual planning Decentralized, rolling-wave planning
#5 Work Breakdown Structure Agile estimating and planning
#6 Project-based funding Agile Release Trains
#7 Projects and PMBOK Self-managing teams and programs
#8 Waterfall milestones Objective, fact-based measures and
milestones
Legacy PPM Agile PPM
34 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Program Portfolio Management
Agile Program Portfolio Management fulfills key responsibilities
Agile estimating and
planning
Agile Release Trains
Agile Program
Management
Decentralized decision-
making
Continuous value flow
Lightweight business
cases
Decentralized, rolling-
wave planning
Objective, fact-
based measures
and milestones
35 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Transparency
Transparency builds confidence, alignment and trust
All backlogs and
progress visible to all
stakeholders
Objective reporting
based on working,
tested, evaluated code
Everyone understands
backlog, capacity,
velocity, WIP
Management leads
and fosters open
environment
Tra
nspare
ncy
36 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Leadership
37 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Foundation: Leadership
Management understands and
teaches lean and agile behaviors
Management is trained in practices
and tools of continuous improvement
Management takes responsibility for
Lean|Agile success
Management teaches employees
problem solving and corrective
action
Managers are expected to see with
their own eyes
Managers develop people. People
develop solutions.
Respect for
People
Product
Development
Flow
Kaizen
Lean-Thinking Manager-
Teachers
Management is trained in
lean thinking
Bases decisions on this
long term philosophy
38 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Next Steps
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
Scaled Agile and Scaled Agile
Partners
Join the community
Become a SAFe
Lean Thinking
Manager-Teacher
Launch Agile
Release Trains
Leverage the
Community
39 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Conclusion
The foundation of Lean
is leadership
The foundation of SAFe
is you
40 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
S e e s c a l e d a g i l e f r a m e w o r k . c o m / i m p l e m e n t i n g f o r m o r e i n f o r m a t i o n
41 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
ScaledAgileFramework.com Browse the Scaled Agile Framework
Read Agile Software Requirements:
Lean Requirements Practices for
Teams, Programs, and the Enterprise
Get Training, Certification and Courseware
from Scaled Agile Academy
Get help on implementation strategy,
and customizable Scaled Agile Process
and Scaled Agile Framework
Learn how to launch Agile Release Trains
with the Agile Release Train Quickstart
Get help from the experts and the extensive
service delivery partner community
at Scaled Agile Partners
Join the Scaled Agile Framework community
DeanLeffingwell.com/book-agile-software-requirements/
ScaledAgileAcademy.com
ScaledAgile.com
ScaledAgile.com/launch-agile-release-train
ScaledAgilePartners.com
Community.ScaledAgileAcademy.com
© 2013 VersionOne 42
• Join us next week for Part II of this webinar series:
– When: Wed., May 22, 12 noon ET
– Where: Use the same webinar access details
– Who: Andy Powell, Product Evangelist and Scaled Agile Framework Program Consultant, Lee Cunningham, Enterprise Agile Coach, Version One
Join us for Part II – Same Time Next Wednesday!
Learn how to implement Scaled Agile Framework and VersionOne to scale agile faster, easier and smarter.
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Portfolio Level: Investment Theme Allocation
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Program Level: Release Train Roadmap
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Team Level: TeamRoom
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• Please submit any questions using the Question feature on your control panel.
• Next steps
Q&A
• Join us next week – Part II – Wed., May 22, 12 noon ET
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Top 10 questions, recording and slides
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