Upload
truongtram
View
246
Download
3
Embed Size (px)
Citation preview
1
1Leffingwell et al. © 2014 Scaled Agile, Inc.Leffingwell et al. © 2014 Scaled Agile, Inc.
Foundations of the
Scaled Agile Framework®
Be Agile. Scale Up. Stay Lean.
Martin Olson
Silicon Prairie Solutions
2Leffingwell et al. © 2014 Scaled Agile, Inc.
Martin Olson, SPCT
About Martin Olson
� Agile coach with over twenty years of IT experience.
� Worked extensively with large and small companies in the
KC Metro Area and nationwide
� Currently assisting enterprise with SAFe adoption and Agile | Lean at scale.
� CSM, PMI-ACP
� President of the Agile KC group / Founder of Agilehood KC
• www.agilekc.org
• Kc.agilehood.org
Certified SAFe Program Consultant, Trainer and Agile Coach
3Leffingwell et al. © 2014 Scaled Agile, Inc.
Goal: Provide an overview of the Scaled Agile Framework
and critical facets of scaling agile teams
Agenda
� A Brief Review of Planning and Execution
� Agile Business Benefits
� SAFe Overview
� Lean Systems Thinking
� Leadership
4Leffingwell et al. © 2014 Scaled Agile, Inc.
A Brief Review of Planning
and Execution
2
5Leffingwell et al. © 2014 Scaled Agile, Inc.
Planning and execution horizons
Planning
Portfolio: 1 – 2 yearsPortfolio: 1 – 2 years
Roadmap: 6 – 18 monthsRoadmap: 6 – 18 months
Release: 1 – 9 monthsRelease: 1 – 9 months
Iteration: 1 - 4 weeksIteration: 1 - 4 weeks
DailyDaily
Alig
nm
en
t
6Leffingwell et al. © 2014 Scaled Agile, Inc.
How do the different horizons relate to Lean and Agile
Planning – Lean - Agile
Lean
• maximizes flow
• reduce waste in the system
Agile
• maximizes adaptability and
flexibility
• leverages change and continual
learnings
7Leffingwell et al. © 2014 Scaled Agile, Inc.
So how do we tie planning, lean and agile together
SAFe
Lean
Agile
8Leffingwell et al. © 2014 Scaled Agile, Inc.
Culture and Practices
We don’t work in a vacuum
N.B. Over time culture will trump unsupported practices.
3
9Leffingwell et al. © 2014 Scaled Agile, Inc.
Be Agile
10Leffingwell et al. © 2014 Scaled Agile, Inc.
Keeping Pace▸ We’ve had Moore’s Law for hardware
and now software is eating the world▸ Our development practices haven’t
kept pace. Agile shows the greatest
promise, but was developed for
small teams▸ We need a new approach that
harnesses the power of Agile and
Lean and applies to the needs of
the largest software enterprises
Our development methods must keep pace with an increasingly complex world driven by software
11Leffingwell et al. © 2014 Scaled Agile, Inc.
We thought we’d be programming like this
12Leffingwell et al. © 2014 Scaled Agile, Inc.
But sometimes it feels like this
4
13Leffingwell et al. © 2014 Scaled Agile, Inc.
The Management Challenge
If you can’t change the system, who can?
“It is not enough that
management commit
themselves to quality and
productivity, they must know
what it is they must do.”
—W. Edwards Deming
14Leffingwell et al. © 2014 Scaled Agile, Inc.
A Stark Choice of Approaches
� ��� �Documents Documents Unverified Code Software
15Leffingwell et al. © 2014 Scaled Agile, Inc.
Accelerating Value Delivery
Early value delivery accumulates and accumulates
Time
Va
lue
De
live
ry
16Leffingwell et al. © 2014 Scaled Agile, Inc.
Makes Money Faster
TIME
VA
LU
E D
ELIV
ER
Y
5
17Leffingwell et al. © 2014 Scaled Agile, Inc.
Delivers Better Fit for Purpose
TIME
Waterfall result
Agile
result Measure ofwaterfall customerdissatisfaction
18Leffingwell et al. © 2014 Scaled Agile, Inc.
Reduces Risk
Ris
k
Agile
Waterfall
Time
Deadline
?
19Leffingwell et al. © 2014 Scaled Agile, Inc.
Agile Methods at Scale
� When looking to leverage multiple agile teams you
have to do more than just have effective teams:
– Cadence \ synchronization
– Common process (vocabulary, training, definitions)
– Execution
� Leadership must be accountable for creating a system
that will allow for success
– Lean principles and thinking
– Value stream analysis
20Leffingwell et al. © 2014 Scaled Agile, Inc.
Scale Up
6
21Leffingwell et al. © 2014 Scaled Agile, Inc.
Scaling, Another Stark Choice
You have a blank slate.
Figure out what works for you.
22Leffingwell 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
2012 2013 2014
2.0
3.0
1.0
Field Experience at Enterprise Scale
SAFe Roots: Past, Present and Future
Agile
ProductDevelopment
Flow
Lean
23Leffingwell et al. © 2014 Scaled Agile, Inc. 24Leffingwell et al. © 2014 Scaled Agile, Inc.
Framework Creator: Dean Leffingwell
� Creator: Scaled Agile Framework
� Agile Enterprise
CoachTo some of the world’s largest
enterprises
� Agile Executive MentorBMC, John Deere
� Chief MethodologistRally Software
� Cofounder/Advisor
Ping Identity, Roving Planet, Silver Creek Systems, Rally Software
� Creator: Scaled Agile Framework
� Agile Enterprise
CoachTo some of the world’s largest
enterprises
� Agile Executive MentorBMC, John Deere
� Chief MethodologistRally Software
� Cofounder/Advisor
Ping Identity, Roving Planet, Silver Creek Systems, Rally Software
� Founder and CEOProQuo, Inc., Internet identity
� Senior VPRational SoftwareResponsible for Rational
Unified Process (RUP) & Promulgation of UML
� Founder/CEO
Requisite, Inc. Makers of RequisitePro
� Founder/CEO
RELA, Inc. Colorado MEDtech
� Founder and CEOProQuo, Inc., Internet identity
� Senior VPRational SoftwareResponsible for Rational
Unified Process (RUP) & Promulgation of UML
� Founder/CEO
Requisite, Inc. Makers of RequisitePro
� Founder/CEO
RELA, Inc. Colorado MEDtech
7
25Leffingwell et al. © 2014 Scaled Agile, Inc.
Contributors
Principal
Contributors
Drew Jemilo
CommunityEnterprise
Adopters
Associate
Methodologist
Acknowledgements
Alex Yakyma
Alan ShallowayRichard Knaster
Creator and Chief
Methodologist
26Leffingwell et al. © 2014 Scaled Agile, Inc.
Some Thoughts on Agile Methods
� Scrum
Works great. Less filling. Lightweight software project
management. Clear team roles.
Scrumptious. Let’s Sprint.
� Extreme Programming
Really great code from really great coders.
Extremely useful. Let’s Program with it.
� Kanban
Clear thinking on flow, demand management and limiting
Work in Process.
Let’s limit WIP, manage demand and flow.
27Leffingwell et al. © 2014 Scaled Agile, Inc.
And Some Thoughts on Scaling
� But If these innovative methods don’t have the native
constructs to address the view beyond the team
—the systems view—
shouldn’t we do something about that?
� And, on behalf of millions of practitioners, working on
really big systems in really big companies, and struggling
badly with existing approaches
don’t we have an obligation to try?
8
29© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Alignment to Investment Themes
30Leffingwell et al. © 2014 Scaled Agile, Inc.
SAFe Delivers Business Results
Increase in
employee
engagement
20-50%
increase in
productivity
30-75%
faster time
to market
50%+
defect
reduction
31Leffingwell et al. © 2014 Scaled Agile, Inc.
Case Studies
ScaledAgileFramework.com/case-studies
32© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Detractors
“The boys from RUP (Rational Unified Process) are back. Building on the profound failure of RUP, they are now pushing the Scaled Agile Framework (e) as a simple, one-size fits all approach to the agile organization.”
- Ken Schwaber
9
33© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Stay Lean
34Leffingwell et al. © 2014 Scaled Agile, Inc.
Lean Thinking Provides the Tools We Need
35Leffingwell et al. © 2014 Scaled Agile, Inc.
Goal: Speed, Quality, Value
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 where the customer gives us an order to
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. —Al Shalloway
All we are doing is looking at the timeline, from
the where the customer gives us an order to
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. —Al Shalloway
36Leffingwell et al. © 2014 Scaled Agile, Inc.
Respect for People
� Your customer is whoever
consumes your work
� Don’t trouble them
� Don't overload them
� Don't make them wait
� Don't impose wishful thinking
� Don't force people to do wasteful work
� Equip your teams with problem-
solving tools
� Form long-term relationships
based on trust
� Your customer is whoever
consumes your work
� Don’t trouble them
� Don't overload them
� Don't make them wait
� Don't impose wishful thinking
� Don't force people to do wasteful work
� Equip your teams with problem-
solving tools
� Form long-term relationships
based on trust
People
� Develop individuals and
teams; they build products
� Empower teams to
continuously improve
� Build partnerships based
on trust and mutual respect
10
37Leffingwell et al. © 2014 Scaled Agile, Inc.
Kaizen
Become Relentless In:
� Reflection
� Continuous improvement
as an enterprise value
� A constant sense of danger
� Small steady, improvements
� Consider data carefully, implement
change rapidly
� Reflect at 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
� A constant sense of danger
� Small steady, improvements
� Consider data carefully, implement
change rapidly
� Reflect at 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
38Leffingwell et al. © 2014 Scaled Agile, Inc.
Product Development Flow
Don Reinertsen
Principles of 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
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
39Leffingwell 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
40Leffingwell et al. © 2014 Scaled Agile, Inc.
That Focuses on Code Quality
You can’t scale crappy code
Code Quality Provides
o Higher quality products and
services, customer satisfaction
o Predictability and integrity of
software development
o Development scalability
o Higher development velocity,
system performance and
business agility
o Ability to innovate
Agile Architecture
Continuous Integration
Test-First
Refactoring
Pair Work
Collective Ownership
11
41Leffingwell et al. © 2014 Scaled Agile, Inc.
Systems Must be Managed
“A system must be managed.
It will not manage itself.
Left to themselves, components
become selfish, competitive,
independent profit centers, and thus
destroy the system. . . .
The secret is cooperation between
components toward the aim of the
organization.”
—W. Edwards Deming
Remember
there are
two systems at
work here!
42Leffingwell 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
43Leffingwell 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 Release Customer
UpgradeCustomer Preview
Major Release New
Feature
Develop on Cadence
PiI PI PI PI PI
44Leffingwell et al. © 2014 Scaled Agile, Inc.
Some Thoughts on Agile Methods
� Scrum
Works great. Less filling. Ubiquitous software project
management. Clear roles.
Scrumptious. Let’s Sprint.
� Extreme Programming
Really great code from really great coders.
Extremely useful. Let’s Program with it.
� Kanban
Clear thinking on flow, demand management and limiting
Work in Process.
Let’s limit WIP, manage demand and flow.
12
45Leffingwell et al. © 2014 Scaled Agile, Inc.
Leadership
46Leffingwell et al. © 2014 Scaled Agile, Inc.
Scaling to the Portfolio
“A system is a network of
interdependent components that
work together to try to accomplish
the aim of the system.
A system must have an aim.
Without an aim, there is no
system.”
—W. Edwards Deming
47Leffingwell 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
48Leffingwell et al. © 2014 Scaled Agile, Inc.
Agile Program Portfolio Management
Fulfills its responsibilities while enabling lean and agile
practices for better business results
4. Decentralized, rolling-wave planning
5. Agile estimating and planning
6. Self-managing
Agile Release Trains
1. Lean-Agile budgeting
2. Demand management;
continuous value flow
3. Strategic Themes compass
7. Objective, fact-based measures and milestones
Governance Program
Management
Strategy &
Investment Funding
13
49Leffingwell et al. © 2014 Scaled Agile, Inc.
On “Managing” Knowledge Workers
Workers are knowledge workers if they know more about
the work they perform than their bosses.
—Peter Drucker
• Workers themselves are best placed to
make decisions about how to perform
their work.
• To effectively lead, the workers must be
heard and respected.
• Knowledge workers have to manage
themselves. They have to have
autonomy.
• Continuing innovation has to be part of
their work, the task, and the
responsibility of knowledge workers.
50Leffingwell et al. © 2014 Scaled Agile, Inc.
Lean Foundation: Leadership
� Management is trained in
lean thinking
� Bases decisions on this
long term philosophy
1. Take a Systems View
2. Embrace the Agile Manifesto
3. Implement Product
Development Flow
4. Unlock the Intrinsic Potential
of Knowledge Workers
1. Take a Systems View
2. Embrace the Agile Manifesto
3. Implement Product
Development Flow
4. Unlock the Intrinsic Potential
of Knowledge Workers
51Leffingwell et al. © 2014 Scaled Agile, Inc.
Conclusion
The foundation of
Lean is LEADERSHIP
The foundation of
SAFe is YOU
52Leffingwell et al. © 2014 Scaled Agile, Inc.
Next Steps
14
53Leffingwell et al. © 2014 Scaled Agile, Inc.
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
ScaledAgile.com and
ScaledAgilePartners.com
� Join the community at
community.ScaledAgile.com
Become a SAFe
Lean-Agile Leader
Launch Agile
Release Trains
Leverage the
Community
55Leffingwell et al. © 2014 Scaled Agile, Inc.
SAFe Reference
ScaledAgilePartners.com
community.scaledagile.comScaledAgileFramework.com
Browse the Framework
Read the BookAgile Software Requirements
Get Training, Certification and
Courseware
Adapt it to your Enterprise with
Enterprise SAFe™
Launch an Agile Release Train
ScaledAgileAcademy.com
ScaledAgile.com/ESAFe
ScaledAgile.com/ART
Get help from the experts and the
extensive service delivery
Partner community
Join the
Scaled Agile Framework
Community56Leffingwell et al. © 2014 Scaled Agile, Inc.