James F. Duffy – Nixon Peabody LLP Thomas A. Giblin – Nixon Peabody LLP
20140404 Project Management of Large Scale Agile Projects_Deirdre Giblin Ericsson
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Transcript of 20140404 Project Management of Large Scale Agile Projects_Deirdre Giblin Ericsson
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Pr o j ec t m a n a g em en t o f l a r g e sc a l e a g il e pr o j ec t s
Deirdre Giblin 4th April 2014
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Ericsson Internal | 2014-03-03 | Page 2
› Background › Project structure around Agile Development › Release tracking › Conclusion
Ag e n d a
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Ericsson Internal | 2014-03-03 | Page 3
› Background › Project structure around Agile Development › Release tracking › Conclusion
Ag e n d a
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Ericsson Internal | 2014-03-03 | Page 4
Er ic s s o n Pr o j e c t
TIME Mid 2012 2013 2014
Rel 1
Rel 2
Rel 3
TEAM
Rapid growth to 24 teams across 1.5 years / 3 Releases
Many Challenges:
• Scale
• Competence
• CI/Infrastructure
SOS SOS
SOS
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Ericsson Internal | 2014-03-03 | Page 5
Sc a l e d Ag il e Fr a m e w o r k ™ Big Pic t u r e Research into ….
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Ericsson Internal | 2014-03-03 | Page 6
› Background › Project structure around Agile Development › Release tracking › Conclusion
Ag e n d a
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Ericsson Internal | 2014-03-03 | Page 7
1. Get a continuously working main track – deployable software that works all the time
2. Get effective structure for scrum of scrums dedicated purely to focus on product development aspects.
3. Establish Release Program to provide a service to the development teams and focus on the main track and CI to ensure it is being as effective as possible.
Ou r Pr o p o s a l
ORDER OF PRIORITY, ORDER OF IMPORTANCE AND ORDER OF SUCCESS
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Ericsson Internal | 2014-03-03 | Page 8
Pr o d u c t d e v e l o p m e n t
Frequent commits
Development Flow
PO PO
CUSTOMER
LPO
Pull
CUSTOMER
Backlog
CI Machine
Track management
1h 2h
Fast Feedback Test loops
Branch off Release track
………… 24h
Release Project
SOS
Release Flow
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Ericsson Internal | 2014-03-03 | Page 9
Pr o j e c t o r g a n iz a t io n
Scrum of Scrums
1:5
Product Owners
1:2
Continous
Analysis
Release
Verification
Main Track
Continous
Integration
Release project
Product
Introduction
Maintenance
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Ericsson Internal | 2014-03-03 | Page 10
› Background › Project structure around Agile Development › Release tracking › Conclusion
Ag e n d a
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Ericsson Internal | 2014-03-03 | Page 11
› Release Burn downs
› Release Dashboard
› Requirements Kanban
Re l e a s e t r a c k in g
› Flow Visualization
› Team Inventory
› Risk Log
Release Artifacts used for Governance and Steering
Release Artifacts automated where possible
Release Artifacts open and transparent for everyone at all times
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Ericsson Internal | 2014-03-03 | Page 12
Re l e a s e Bu r n Do w n
JIRA TOOL
Team 1 …...... Team N
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Ericsson Internal | 2014-03-03 | Page 13
Team Plans XFTs allocation to features
Re l e a s e DASHBOARD
Kanban Visualization of Flow by Main Requirement,
Hierarchy Breakdown of each main requirement to Teams backlogs
0
10
20
30
40
50
60
70
80
90
100
CA Next Ready forG0
CA InProgress
CA Done Ready forG1
Dev InProgress
Dev Done RVQueue
RV InProgress
RV Done Released
Release Waves in Project Flow
14A 14B 14B.1 15A 15B
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Fl o w Visu a l iza t io n
Feature Development
Feature launch
(FFI/FOA)
Q Q
RV
Q
Increasing/decreasing, negative
Increasing/decreasing, positive
Stable, unchanging
WIP (limit) 37 (24)
WIP (limit) 0 (N/A)
13
Trend indicators Lead-time = moving lead time over the last xx sprints, i.e.. yy weeks
G0
G1 Lead-time 24 weeks
Lead-time 12 weeks
14
Queue Time X weeks
Queue Time X weeks
XX W XX Lead-time 2 weeks
G2 Lead-time 36 weeks
Backlog
Q Queue Time X weeks
Pre-study (CA)
WIP (limit) 31 (20)
W W
Q
OA
46
Feature goes directly
into x-team
20 90
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Ericsson Internal | 2014-03-03 | Page 15
› Background › Project structure around Agile Development › Release tracking › Conclusion
Ag e n d a
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Ericsson Internal | 2014-03-03 | Page 16
› To scale we focused on the separation of concerns -separate the development concerns from the release concerns and put in an organizational structure to support
› Openness and transparency of the release artifacts to all
stakeholders – benefit to both Teams and Product Management.
Co n c l u s io n
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