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
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
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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
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Higher returns, reduced investments in unfinished or unshipped work
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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
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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
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Lean Thinking Provides the Tools We Need
Respect for People
Product Development
FlowKaizen
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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
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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
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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
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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
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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
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Spiral RAD RUP…
1970 1980 1990 2000
Predictive Process
2010
Makes Money Faster
VA
LUE
DE
LIV
ER
Y
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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®
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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
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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-
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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
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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
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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
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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
31© 2008 - 2013 Leffingwell, LLC, and Scaled Agile, Inc. All rights reserved.
g p gvisible to all stakeholders
Objective reporting based on working code
Everyone understands capacity, velocity, WIP
Go the Way
Lean|Agile Leadership
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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
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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
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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
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