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© Lamri Ltd 2013© Lamri Ltd 2012
Turning Rapid Delivery and Maintenance
into an Agile Service
David Piper
t: +44 1748 821824
© Lamri Ltd 2013
Problem Context
“We’re Agile, Right?”
– “Team” working as rugged individuals
– Everyone approaches problems differently
– Customer who shouts loudest, wins
– No effective plans
– No visibility of backlog, delays or quality
– Team under threat – “no performance”
– Need to achieve CMMI ML2
Basically – anything can happen
in the next half hour…
© Lamri Ltd 2013
DevOps – What’s that then?
Operations
Build Transition Operate, Fix, Enhance
Deliver Deliver Deliver Deliver Deliver Deliver
DevOps
Development
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It’s a Service, not a Project
• No end date
• Focused on multiple solutions
• Fixes, Enhancements – not new solutions
• Responsive delivery is essential
• Emphasis on business priorities
• Variable demand
• Huge range of scale in requests
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Everything is Just a Request
Receive Requests Triage
Immediate
Support
Prioritize in Backlog
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The Service Sandwich
Standard Support Requests – Tiny, Repeatable, High Volume
Job Requests – Fixes, Single Features, Focused, Moderate to High
Volume, Hours to Days Duration
Major Enhancements – Multiple Features, Common Target, Very
Low Volume, Project Duration
Interrupt; do it
now!
It’s just a job,
prioritize in
backlog
© Lamri Ltd 2013
Standard Support Requests
Major Enhancements
• Planned as an “overhead”
• Volume of support requests is predictable– Trend analysis (thickness of bread changes)
– Always some variation
– Monitored
• Major enhancements planned as Projects– Each project is a new “slab of bread” in the sandwich
– Dedicated resources for the project duration
– Common management
• Effort is not available for “Jobs”
© Lamri Ltd 2013
Sprinting for Jobs
Points Based
Sizing
Fill Timebox with Points
from the Prioritized Backlog
Monitor In Points;
Work is CountableKnowledge of velocity and estimating
errors used to refine estimation basis
© Lamri Ltd 2013
It Works Better for Service
• Projects have an end
– Tens or hundreds of stories
– Teams dissolve
– Hard won expertise
dissipates
– Way of working evaporates
– It’s hard to start up again
• Services run and run and…
– Tens of stories per month
– Team sustained
– Expertise retained and
shared
– Way of working improved
over the long term
© Lamri Ltd 2013
Brings Together Key Concepts
Agile
Continuous delivery
Time box
Simple planning
Scope management
Definition of Done
Collaboration
Priorities
Retrospective
Process
Continuous Improvement
Longer term plans
Deployment
Training
Adherence
Learning Lessons
Clear Roles
Documented
Agile Service
© Lamri Ltd 2013
Ownership of Process
• Process deployed to team– Training
– Piloting
• Team take ownership and improve– Replace tools that are too simple with Jira
– Change metrics reported
– …
• Early car-wreck proved value of process– Caused by a failure to follow the practice
– Encouraged the team to learn and improve
– Emphasis on feedback to improve next time
© Lamri Ltd 2013
Key Benefits
• Clear understanding of performance– Ability to negotiate timing and priorities
– Communicate benefits to senior management
– Demonstrate results of improvement
• Common approach to delivery– Everything is just a job…
– Solution expertise still focused on specialists
– Sizing and techniques vary by supported solution
– Outward behaviours independent of solution
• Common pool of resources– Opportunities to spread expertise
– Allow team members to become multiply skilled
© Lamri Ltd 2013
CMMI Compatibility
• Annual Team Plan– Describes the business environment
– Describes the technical environments
– Describes the approach to doing work
– Plans longer term activities like skills improvement
– Communicates to stakeholders
– Exists because this is a Service not a Project
• Formal Reporting– To meet needs of management for information
– To justify growth to wider stakeholders
© Lamri Ltd 2013
The Best Bits
• The team changed
– From rugged individuals
– To a unified team
– From “SEP”
– To “We can do better”
• The team took ownership
– Simplified
– “Robustified”
– Changed for themselves
© Lamri Ltd 2013
Conclusions
• Critical Success Factors– Recognition of status as a service
– Three classes of request – support, project, job
– Application of scrum-like techniques to jobs
– Ability to learn and apply lessons over the long term
• Objective evidence of success– Performance data used to justify existence
– Then to justify growth
• Team Plan to support long term planning needs
• CMMI “compatibility” achieved as a side-effect
© Lamri Ltd 2013© Lamri Ltd 2012
Lamri Ltd
7 Mowbray House
Olympic Way
Richmond
North Yorkshire
DL10 4FB
T: +44 1748 821824
