Safe implementation in intel
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Transcript of Safe implementation in intel
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SAFe at Intel MDO
Intel Agile and Lean Development Conference - 2014
Sean Goh & Joseph Chee
MDO Process & Efficiency Team
Penang Sept 2014
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Agenda
1. What’s on the Market
2. MDO Organization
3. SAFe Implementation at MDO
4. TIPS for success
5. Challenges
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Process and Efficiency Team
3
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What’s in the Market?LeSS – Craig Larman & Bas Vodde
DaD – Scott Ambler
SAFe – Dean Leffingwell
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SAFe
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SAFe Principles - Intent• Output Quality
– “You can’t scale crappy code.”
• Predictable Execution
– “Agile Release Trains – self organizing teams of agile
teams – reliably and frequently deliver value on demand”
• Alignment & Synergy
– “More value is created by overall alignment than with
local excellence”
• Up/Down Transparency
– “Transparency builds confidence, alignment and trust”
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MDO Value Stream
All Reporting to Single Organization
Pre-MDO reporting structure:
7
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See the change
BO and CE are Project Managers
MDO reporting structure:
8
5 Horizontal Org 3 Horizontal Org
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Vision
9
Horizontals
S/C TP
DCD
Analog
PHI
MPV
Client BO
S/C TPI, fuse
Arrays, reset, BF, scan
IO, PLL, power/thermal
Yield, BS
PPV, CMV
SOC BO Server BO Chipset BO
Reporting structure. Responsible for the “how”
Pro
du
ct structu
re –
resp
on
sible
fo
r the
“wh
at”
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ART Release Planning
Plan Committed!!
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Release Planning Artifacts
Sprint Planning Board
Risk Board
Dependency Board
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Release Planning Artifacts
Sprint Planning Board Risk Board
Dependency Board
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TIPS for Success
1. Leadership Support & Investments
2. Team Engagement & Strategy
3. Art of Standardization.
4. Can’t scale bad teams
5. Inspect and Adapt
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Servant Leadership
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Team Engagement & Strategy
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Standardization?
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Can’t Scale Bad Teams
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Inspect and Adapt
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Reflection – After Action Review (AAR)
• INTENT vs. ACTUAL– What did we intend to happen?
– What actually happened? Why?
• KEY LEARNINGS AND ACTION PLAN– What can we learn from Previous Iteration?
– What can we Sustain? What do we need to Improve?
– What actions can be taken during the next Iteration?
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Intent vs. ActualIntent
• Building on our good scrum & release planning practices, launch ARTs for all the products at once in WW04
• Use SAFe as a template to remove variation in the organization’s execution
• Follow a simple rules across organization to guarantee efficiency and adherence to agile principles when constructing the agile teams and trains
Actual
• Took us a quarter to pull this off for business reasons– All trains finish the release on
time, but not all start on time
• 1200 engrs and tech in 177 scrums connected to 12 trains
• Variation in our agile maturity is showing up at the train level– Can’t scale bad/immature agile
• SAFe is not a prescriptive template, rather a set of guidelines about what you might need to pay attention to.– Trick is to figure out where to
implement as a rule and where to experiment with an idea
• Though the rules are simple, following them is not.
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Intent vs. Actual (Rules)
• 100/177 Scrums are too
small/big
• 74/177 Scrums are X-
Site
• 15/177 Scrums work on
multiple trains
• 6/12 trains are run
across 3 geos
Scrum Level Rules
1. Size – 5-9 Team Members
2. Commitment – Permanent members 100% dedicated
3. Co-Location – Same site, sitting together.
4. X-Func – Can execute value stream, end to end, w/o handoffs
Train Level Rules
1. Size - Train can have 5-15 scrums
2. Commitment - 1 Scrum works on only 1 train at a time
3. Co-Location – max 2 geos per train with 3+ overlap hours
Accounting errors - Plans to fix – Waivers – Rule ChangesSome teams cannot follow some of the scrum rules . .
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Just a Framework
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Challenges
1. Conversation Over Indicator?
2. Pacing the Teams
3. Co-location Complexity
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Conversation over
Indicators?
CAN WE COMPROMISE?
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Pacing the Teams
CAN WE COMPROMISE?
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Co-location Complexity
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