The Scaled Agile Framework - · PDF fileThe Scaled Agile Framework AGILIA–25.03.2014 Dr....
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The Scaled Agile Framework AGILIA– 25.03.2014 Dr. Thorsten Janning KEGON AG 1
Transcript of The Scaled Agile Framework - · PDF fileThe Scaled Agile Framework AGILIA–25.03.2014 Dr....
The Scaled Agile Framework
AGILIA– 25.03.2014
Dr. Thorsten Janning
KEGON AG 1
How agile are organizations today?
KEGON AG 2014
Early Majority
34%
Early Adopter13,5 %
Innovators2,5 %
LateMajority
34%
Laggards16%
Seite 2
We are painting caricatures
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…of „old“ and „Command & control“ Management
Nach Günther Dueck: Neurotic Leadership
Seite 3
…and caricatures on the other side, too
„Oh, today we are are really agile“
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One step back:Management-Theory: Dual Process-Model
Each process is triggered by a problem and is finished bysolving it
Structured problems are usually triggered by iteratingproblems. The number of surprising problems is small.
dynamic
structured
Problem
(e.g customer
requirement)
Surprise, decisions, responsibility
Iteration, ruleSkillprofilautomization
:Dr. Gerhard WohlandMatthias WiemeyerDenkwerkzeugefür dynamischeMärkte
Verlagshaus Monsenstein und Vannerdat OHG Münsterwww.mv-wissenschaft.com
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Software-Development as a Dynamic Problem
In dynamic problems the prozess ist mainly triggered bysurprising events.
A surprising problem needs ideas on the basis of principles.
Only motivated and highly qualified people can solve surprizingproblems
1 2 3 4
Surprise
Decision
Responsibility
Iteration
Rule
Automization
Dynamic part
Structured part
Seite 6
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Value Stream Mapping
Quelle: Lean Change by Jeff Anderson and Alexis Hui
Business
Planning
Project
Planning
Require
mentsDesign Build Test Deploy Support
PM BA Arch Dev QA Ops Support
Working time
Waiting Time
Average Lifetime: 30
days
Size: 10 Project Charters
Size of flow:
1 Document
(40 Pages)
Actual Work Time:
10 days
Wait Time: 20 daysProblem of long
waiting times
Seite 8
Lean-Startup as Portfolio Practice
Product-Innovation
SalesDevelopment
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Feedback-Loop
NewIdeas
Product
Specification
Seite 9
Users
Customers
Distribution Channel
Demand Creation
$
Product
Resources
$
$
Assembly / Manufacturing
3rd Party Integration
$
$
$
Business Model Generation
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Lean Thinking Provides the Tools We Need
Respect for
People
Product
Development
Flow
Kaizen
Architecture in an agile ContextKEGON AG 11
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 controlReinertsen, Don. Principles of Product Development Flow
Respect for
People
Product
Development
Flow
Kaizen
Architecture in an agile ContextKEGON AG 12
Consistent Rating of Business- and Architecture-Requirements
User/Business Value Relative value in customers view• They prefer this over that• Revenue impact?• Potential penalty or other negative impact?
Time Value How user value decays over time• Fixed deadline?• Will they wait for us or move to another solution• What is the effect o customer satisfaction now?
Risk Value Risks for our Business• Reduce risk for future delivery?• Enable new business oportunities if solved?
Architecture in an agile ContextKEGON AG 13
Scaled Agile Framework - SAFe
Architecture in an agile ContextKEGON AG 14
Release-Planung
• A convention with all Teams (up to 10)
• Typically 2 days
• Part of HIP Sprint
Architecture in an agile ContextKEGON AG 15
Release-Planungs-Meeting - Agenda
day 1 day 2
Architecture in an agile ContextKEGON AG 16
Dependency Board
Architecture in an agile ContextKEGON AG 17
What did we get?
Successful practices on portfolio- and program-level
Optimizing flow, not workload
Continuous improvement in
- Practices
- Processes
- Organization
- Leadershio
- Communication
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Noch Fragen?
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