Keynote: Know the Way, Show the Way, Go the Way: Scaling Agile Development

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KW2 Keynote 6/5/2013 12:45 PM "Know the Way, Show the Way, Go the Way: Scaling Agile Development" Presented by: Dean Leffingwell Leffingwell, LLC Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 8882688770 9042780524 [email protected] www.sqe.com

description

Tired of the claims that Scrum, XP, and kanban don’t scale beyond a few teams? Overwhelmed by management’s resistance to the organizational changes needed to really follow agile principles? Concerned with the lack of proven practices required to scale agile methods to the next level? Exploring the Scaled Agile Framework™, Dean Leffingwell dispels these claims and answers these questions—and more. A publicly available set of practices for agile teams, projects, architectures, programs, and portfolios, this framework helps organizations scale lean and agile development from several small teams to hundreds—and even thousands—of practitioners. Working at companies including BMC Corporation and John Deere, Dean has discovered what works and what doesn’t work. He focuses on the critical role software development managers, leaders, and executives play in implementing and supporting the framework to achieve the full business benefits of enterprise agility.

Transcript of Keynote: Know the Way, Show the Way, Go the Way: Scaling Agile Development

Page 1: Keynote: Know the Way, Show the Way, Go the Way: Scaling Agile Development

 

 

KW2 Keynote 6/5/2013 12:45 PM 

     

"Know the Way, Show the Way, Go the Way:

Scaling Agile Development"    

Presented by:

Dean Leffingwell Leffingwell, LLC

        

Brought to you by:  

  

340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com

Page 2: Keynote: Know the Way, Show the Way, Go the Way: Scaling Agile Development

Dean Leffingwell Leffingwell, LLC

A renowned methodologist, author, coach, entrepreneur, and executive, Dean Leffingwell founded Requisite, Inc., which was acquired by Rational Software. As a vice president at Rational (now part of IBM), Dean’s responsibilities included the Rational Unified Process. As chief methodologist at Rally Software, he worked with large enterprises to achieve the business benefits of agility by helping to define and implement the tooling and practices needed to support large-scale agile development. Dean is the author of Agile Software Requirements, Scaling Software Agility, and Managing Software Requirements. His most recent project is the Scaled Agile Framework (scaledagileframework.com) which describes a comprehensive system for scaling lean and agile practices to the largest software enterprises.  

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Scaling Agile Development: Scaling Agile Development: Know the WayShow the WayGo the Way

Know the WayShow the WayGo the Way

Agile Development By Dean Leffingwell By Dean Leffingwell

1© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.© 2008 - 2013 Leffingwell, LLC. & Scaled Agile, Inc. All rights reserved.

g pConference West

Las Vegas, NVJune5, 2013

Keeping Pace

Our modern world runs on software. What doesn't

Our methods must keep pace with an increasingly complex world

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 doBut our prior development practices – waterfall, RAD, iterative and incremental – haven’t kept paceAgile shows the greatest promise, but was developed for small team environments

2© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

for small team environmentsWe need a new approach – one that harnesses the power of Agile and Lean – but applies to the needs of the largest software enterprises

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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 deliveryWell defined in booksand now on the webScales successfully to large numbers of practitioners and teams

Core values:

3© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

1. Alignment2. Code Quality3. Program Execution4. Transparency

http://ScaledAgileFramework.com

Framework Creator: Dean Leffingwell

Founder and CEOProQuo, Inc., Internet Founder and CEOProQuo, Inc., Internet

Creator: Scaled Agile FrameworkCreator: Scaled Agile Framework , ,

identity

Senior VPRational SoftwareResponsible for Rational Unified Process (RUP) & Promulgation of UML

Founder/CEO Requisite, Inc. Makers of RequisitePro

Founder/CEO RELA, Inc.

, ,identity

Senior VPRational SoftwareResponsible for Rational Unified Process (RUP) & Promulgation of UML

Founder/CEO Requisite, Inc. Makers of RequisitePro

Founder/CEO RELA, Inc.

Agile FrameworkAgile Enterprise CoachTo some of the world’s largest enterprises

Agile Executive MentorBMC, John Deere

Chief MethodologistRally Software

Cofounder/AdvisorPi Id tit R i Pl t

Agile FrameworkAgile Enterprise CoachTo some of the world’s largest enterprises

Agile Executive MentorBMC, John Deere

Chief MethodologistRally Software

Cofounder/AdvisorPi Id tit R i Pl t

4© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Colorado MEDtechColorado MEDtechPing Identity, Roving Planet, Silver Creek Systems, Rally Software

Ping Identity, Roving Planet, Silver Creek Systems, Rally Software

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Contributors

Principal Contributors

AssociateMethodologist

Drew Jemilo Colin O’Neill

Alex Yakyma

5© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Alan Shalloway

CommunityEnterpriseAdoptersAcknowledgements

SAFe Delivers Business Results

Agile teams average 37-50% faster to market

− QSM research

Agile teams average 37-50% faster to market

− QSM research

Significant increase in employee engagement

John Deere

Significant increase in employee engagement

John Deere- John Deere- John Deere

6© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Our agile programs introduced 50% less defects into production

− Confidential

Our agile programs introduced 50% less defects into production

− Confidential

We experienced a 20-50% increase in productivity

− BMC Case Study

We experienced a 20-50% increase in productivity

− BMC Case Study

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Business Results

John Deere ISG

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%

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

More responsive to market changes and customer demands

Development teams more engaged, empowered

Productivity up 20-50%.

Significantly improved Product Management-Development teamwork

7© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

g p

Higher returns, reduced investments in unfinished or unshipped work

g p

Higher returns, reduced investments in unfinished or unshipped work

Source: Chad Holdorf, John Deere, Intelligent Systems Group. Dallas, Texas Presentation, Dec 2011

Source: QSM Associates Press Release, Sep, 2007

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

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

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

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

8© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

taking on more than we ever have”taking on more than we ever have” offerings leading brokers, including TDAmeritrade, Charles Schwab, Fidelity, E*TRADE…

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

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Know the Way

Lean and Agile Development

9© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Lean Thinking Provides the Tools We Need

Respect for People

Product Development

FlowKaizen

10© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

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Goal: Speed, Value, Quality

All we are doing is looking at the timeline, from the moment the customer gives usAll we are doing is looking at the timeline, from the moment the customer gives us

THE GOALSustainably shortest lead time

THE GOALSustainably shortest lead time

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.

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.

Respect for People

Product Development

FlowKaizen

11© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Sustainably shortest lead timeBest quality and value to people and societyMost customer delight, lowest cost, high morale, safety

Sustainably shortest lead timeBest quality and value to people and societyMost customer delight, lowest cost, high morale, safety

Mary Poppendieck

Most software problems will exhibit themselves as a delay.

Alan Shalloway

Mary Poppendieck

Most software problems will exhibit themselves as a delay.

Alan Shalloway

Respect for People

Your customer is whoever consumes your workYour customer is whoever consumes your work

Develop individuals and teams; Develop individuals and teams;

y

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

y

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

Respect for People

Product Development

FlowKaizen

PEOPLE

12© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

they build productsEmpower teams to continuously improveBuild partnerships based on trust and mutual respect

they build productsEmpower teams to continuously improveBuild partnerships based on trust and mutual respect

p g

Equip them with problem-solving tools

Form long-term relationships based on trust

p g

Equip them with problem-solving tools

Form long-term relationships based on trust

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Kaizen

Steady, small improvements

C id ll d t th i l t

Steady, small improvements

C id ll d t th i l t

BECOME RELENTLESS IN:Reflection

BECOME RELENTLESS IN:Reflection

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

P t t th k l d b b

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

P t t th k l d b b

Respect for People

Product Development

FlowKaizen

13© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

ReflectionContinuous improvement as an entreprise value

ReflectionContinuous improvement as an entreprise value

Protect the knowledge base by developing stable personnel and careful succession systems

Protect the knowledge base by developing stable personnel and careful succession systems

Product Development Flow

1. Take an economic view

2

1. Take an economic view

22. Actively manage queues

3. Understand and exploit variability

4. Reduce batch sizes

5. Apply WIP constraints

6. Control flow under uncertainty:

2. Actively manage queues

3. Understand and exploit variability

4. Reduce batch sizes

5. Apply WIP constraints

6. Control flow under uncertainty:

Respect for People

Product Development

FlowKaizen

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cadence and synchronization

7. Get feedback as fast as possible

8. Decentralize control

cadence and synchronization

7. Get feedback as fast as possible

8. Decentralize controlReinertsen, Don. Principles of Product Development Flow

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Take an Economic View

Develop an economic framework for

Understand the full value chain

Base your decisions on economics

decision makingEmpower local decision makingDo not consider money already spent

Sequence jobs for maximum benefitIf you only quantify one thing, quantify the cost of delay

C t f

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Cost of Delay High Weight First

BC

A

Reinertsen, Don. Principles of Product Development Flow

Agile Accelerates Value Delivery

Documents Documents Unverified Code Software

16© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

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Agile Process Movement

Enterprise Agility

SAFe Enterprises

BMC Software,TradeStation Technologies, John Deere, Nokia, Tripwire

IterativeProcesses

S i l RAD RUP

Agile (Adaptive) Processes

Scrum, XP, Lean, Open UP, FDD, Crystal…

Tripwire,Discount Tire, Nokia Siemens Networks,Nordstrom,Visa,Capital One

17© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Spiral RAD RUP…

1970 1980 1990 2000

Predictive Process

2010

Makes Money Faster

VA

LUE

DE

LIV

ER

Y

18© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

TIME

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Reduces Risk

Waterfall

DeadlineR

isk

A il

?

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Agile

Time

Delivers Better Fit for Purpose

agile(adaptive) plan, result

Measure ofwaterfall customerdissatisfaction

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Time

waterfall plan, result

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Show the Way

The Scaled Agile Framework®

21© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

22© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

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Agile Teams

Empowered, self-organizing, self-managing teams with developers, testers, content authorityTeams deliver valuable, fully-tested software increments every two weekstwo weeksTeams apply Scrum (and Kanban) project management practices and XP technical practicesTeams operate under program vision, system, architecture and User experience guidance

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Scale to the Program Level

A self-organizing, self-managing team-of-agile-teams committed to continuous value delivery

Organized around enterprise value streams

Aligned to a common missionAligned to a common mission

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Delivers fully tested, system-level solutions every 8-12 weeks

Common sprint lengths and normalized velocity

Face-to-face planning cadence provides development collaboration, alignment, synchronization, evaluation

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Develop on Cadence. Deliver on Demand.

Deliver on Demand

Customer Upgrade

Docs and Docs and QA-Release to Market-

Major Release

Docs and Docs and

Feature Release

Major Release

25© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Develop on Cadence

Customer previewCustomer preview certscerts Governance Firewallcertscerts

PSIPSI PSIPSI PSIPSI PSIPSI PSIPSIPSIPSI

Scale to the Portfolio

Lean principles emphasize sustainably fastest value delivery

Portfolio vision guides investments and the enterprise architecture needed to support customer and business needs

Business epic kanban system provides visibility and work-in-

26© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Business epic kanban system provides visibility and work inprocess limits to support continuous product development flow

Enterprise architecture is a first class citizen; architectural epics are developed and maintained in a kanban system

Objective metrics support governance and kaizen

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Program Portfolio Management

SAFe patterns provide a transformation 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

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#7 Projects and PMBOK Self-managing teams and programs

#8 Waterfall milestones Objective, fact-based measures and milestones

Legacy PPM Agile PPM

Centralized Strategy; Localized Execution

Central Decision MakingCentral Decision Making

Kanban

Market Feedback

tfolio

Bac

klog

Strategy

Investment Themes

Prog

ram

Back

logBa

cklog

Local Decision Making

One theme drives cross cutting Epics

Themes Drive Release Train

Port

Value Stream feedback

Value Stream feedback

28© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Prog

ram

BPr

ogra

m Ba

cklog

Release Train Operating Budgets

Value Stream feedback

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Agile Program Portfolio Management

Agile Program Portfolio Management fulfills key responsibilities

Decentralized decision-making

Agile estimating and planning

Continuous value flowLightweight business casesDecentralized, rolling-wave planning

29© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Agile Release TrainsAgile Program Management

Objective, fact-based measures and milestones

Summary – SAFe Core Values

SAFe Scrum 1. AlignmentSprint and PSI/Program objectivesAligned sprints and velocities

Continuous Integration

User Stories

XP Inspired Technical Practices

Program architecture and UX Guidance, governanceLean prioritization

2. Code QualityTest First: TDD and ATDD

30© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Collective Ownership

Test‐First:TDDATDD

Emergent Design

Scalability Required

Agile Analysis

g

XP Inspired

Continuous integration: component and system Test automationFortnightly system demonstration

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Summary – SAFe Core Values

3. Program ExecutionEconomic prioritizationFrequent, evaluable, quality deliveriesFast customer feedbackFixed, reliable cadenceFast tracking to actual needs

4. TransparencyAll backlogs and progress

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g p gvisible to all stakeholders

Objective reporting based on working code

Everyone understands capacity, velocity, WIP

Go the Way

Lean|Agile Leadership

32© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

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Foundation: Leadership

Management understands and teaches lean and agile behaviorsManagement understands and teaches lean and agile behaviorsteaches lean and agile behaviorsManagement is trained in practices and tools of continuous improvementManagement takes responsibility for Lean|Agile successManagement teaches employees problem solving and corrective action

teaches lean and agile behaviorsManagement is trained in practices and tools of continuous improvementManagement takes responsibility for Lean|Agile successManagement teaches employees problem solving and corrective action

Respect for People

Product Development

FlowKaizen

Lean-Thinking Manager-Teachers

M t i t i d i

33© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

Managers are expected to see with their own eyesManagers develop people. People develop solutions.

Managers are expected to see with their own eyesManagers develop people. People develop solutions.

Management is trained in lean thinking Bases decisions on this long term philosophy

Inspire, Inform, EducateInspire: Expect and challenge management to lead, not follow the

Lean|Agile Transformation

Lean|Agile leadership trainings and workshopsScaled Agile Framework Training and CertificationLunch and learns:• Principles of Product

Lean|Agile leadership trainings and workshopsScaled Agile Framework Training and CertificationLunch and learns:• Principles of Product

Form and support a Lean|Agile working groupInclude managementCreate and work the transformation backlogImplement continuous

Form and support a Lean|Agile working groupInclude managementCreate and work the transformation backlogImplement continuous

34© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

• Principles of Product Development Flow, Reinertsen

• Agile Software Requirements,Leffingwell

• Lean Software Development, Poppendieck

• Principles of Product Development Flow, Reinertsen

• Agile Software Requirements,Leffingwell

• Lean Software Development, Poppendieck

Implement continuous communication planImplement continuous communication plan

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Conclusion

The foundation of Lean is leadershipis leadership

The foundation of SAFeis you

35© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

36© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.

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Next Steps

Browse the framework at scaledagileframework.comRead Agile Software gRequirements

Get training, certification, courseware and implementation tools through Scaled Agile Academy

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Start/accelerate your Lean|Agile transformation nowImplement your first Agile Release Train