Date post: | 18-Dec-2014 |
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Scaling So*ware Agility
Armond Mehrabian Portofino Solutions, Inc.
Enterprise Agile Coach and Trainer
Thought Leadership
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Itera(ve Processes
Spiral RAD RUP…
Agile (Adap(ve) Processes
Scrum, XP, Lean, Open UP, FDD, Crystal…
1970 1980 1990 2000
Predic(ve Process
2010
Enterprise Agility Yahoo, BMC, Google, John Deere, SalesForce
Agile Process Movement
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SeKng the Context: Why Agile?
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Verifica(on
Implementa(on
Design
Requirements
:SoBware
:SoBware
:SoBware
:SoBware
:SoBware
:SoBware
:SoBware
:SoBware
Documents Documents Unverified Code SoTware
Month 1 Month 2 Month 3 Month 4 Start
4 444 : :
We’ll be focusing on the quesIon, “Why Agile?” and “How do we do it at scale?”
SeKng the Context
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Scrum is the most widely used Agile frameworks for teams. We’ll see how it scales to the enterprise.
Team
Value Timebox
Lots of Scrum teams
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So why hasn’t it caught on in larger companies?
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• Where are the management roles:
• Product Management? • Project Management? • Dev/QA Management?
• Where are the Technical Specs? • Can anything significant get done in 2 weeks?
• How will our 500 engineers on 5 conInents collaborate?
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The Scaled Agile Framework™ is a proven framework for applying Lean and Agile pracIces at enterprise scale
The Scaled Agile Framework™
See Leffingwell, D. Agile So)ware Requirements: Lean Requirements Prac8ces for Teams, Programs, and the Enterprise and www.scalingsoBwareagilityblog. com
Well codified in books and web
Synchronizes vision, planning, interdependencies, and delivery of many teams
Works well for teams of 50-‐100
Has been scaled to over hundreds of teams and thousands of people
For more info, see ScaledAgileFramework.com
V0.81
The Scaled Agile Framework Big Picture
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)
V0.81
The Scaled Agile Framework Big Picture
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)
Release Planning Day
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V0.81
The Scaled Agile Framework Big Picture
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)
Scaled Agile Gets Business Results
BMC Software • We increased individual developer
and team productivity by an estimated 20 percent to 50 percent
John Deere Intelligent Systems Group • 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% (from 71 to 78)
Source: QSM Associates Press Release, Sep 10, 2007
Source: Chad Holdorf of John Deere, at Rally Agile Portfolio Management Roadshow, Dallas, TX, Dec. 13, 2011
ProducIvity has increased by at least 20-‐25%
Time to market and level of quality has increased dramaIcally
Nearly zero defects aBer each Ire store system release
“No addiIonal headcount and we're taking on more than we ever have”
March 12, 2012 News Release
“TradeSta8on Receives Highest Ra8ng In Barron’s Magazine’s Annual Ranking of Online Brokerage Firms”
Best Trading Experience and Technology
Higher star-‐raIng than 23 other offerings leading brokers, including TDAmeritrade, Charles Schwab, Fidelity, E*TRADE…
Source: Chris Chapman, Director of Product Development, Discount Tire
John Deere ISG
Source: Keith Black, CTO and VP, Product Development, TradeStation Technologies
Scaled Agile Gets Business Results
Real Business Benefits
Our agile teams introduced 50% less defects into produc8on − confidenIal
Agile teams average 37-‐50% faster to market − QSM research
“Agile turned my frown upside down” Significant increase in employee engagement -‐ John Deere
We experienced a 20-‐50% increase in produc8vity − BMC Case Study
The biggest barrier to Agile Adop(on
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VersionOne, “State of Agile Development Survey”, hnp://www.versionone.com/state_of_agile_development_survey/10/
CollaboraIon Control
CulIvaIon Competence
Schneider Culture Model
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Possibility Oriented
Reality Oriented
People Oriented
Company Oriented
“We succeed by geXng and keeping control”
“We succeed by being the best”
“We succeed by growing people who fulfill our vision”
“We succeed by working together” X
The Scaled Lean|Agile Journey • A company does not become a Lean|Agile enterprise; instead, it is
conInuously becoming more Lean|Agile
Agile Teams
Agile Programs
Agile Technical Prac(ces
Agile Porcolio Management and Agile Architecture
Lean Thinking Enterprise
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Lean Thinking House
Product Development
Flow
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Email: [email protected] Twieer: @armond_m Blog: hnp://www.armondmehrabian.com hnp://www.scaledagileframework.com hnp://www.scalingsoBwareagilityblog.com
Dean Leffingwell Drew Jemilo
Colin O’Neal Alex Yakyma
www.scaledagile.com
Thank you for aeending…
Q&A Session
Armond Mehrabian Enterprise Agile Coach and Trainer CSP, PMP, SPC Please provide your feedback for this talk: www.armondmehrabian.com/feedback