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@MartinBurnsSV http://everydaylean.info
Adaptive Delivery At Scale With The Scaled Agile Framework (SAFe)
@MartinBurnsSV http://everydaylean.info
MartinBurns
Practice Lead: Enterprise Agile Delivery
@MartinBurnsSV http://everydaylean.info
The Spice Girls Question
What do you want? What do you really really want? ✓Faster delivery ✓Better able to adapt ✓Higher productivity ✓Higher quality ✓Better IT/Business Alignment
✓Better visibility ✓Reduced Risk
Source: VersionOne State of Agile Survey, 2014
In 47% of
environme
nts, the
MAJORITY o
f Agile Del
iveries fail
@MartinBurnsSV http://everydaylean.info
The Management Challenge
“It is not enough that
management commit
themselves to quality and
productivity, they must know
what it is they must do.”
—W. Edwards Deming
@MartinBurnsSV http://everydaylean.info
Enterprise Systems Context: Retail Example
Procurement
Supply Chain
Store Inventory
Point of Sale
Marketing
Training
Business Intelligence & Reporting
Staff Communications
Customer Loyalty Card
@MartinBurnsSV http://everydaylean.info
Enterprise Need: Scale UP
Our world has large products
• You cannot produce a retail loyalty card system with 6-‐8 people in one room (in a sane amount of time)
• Multi-‐disciplinary teams have limits, matrix organisations are inevitable and distributed teams are a reality
• So we need multiple teams
• And now we have a co-‐ordination challenge.
…but we cannot have large teams
• Communication pathways grow exponentially with team size: [n*(n-‐1)]/25 members: 10 pathways 10 members: 45 pathways
• Prof Robin Dunbar: there is a cognitive limit to the number of individuals with whom any one person can maintain stable relationships
• Werner Vogels, Amazon CTO:If a project team can eat more than two pizzas, it’s too large.
@MartinBurnsSV http://everydaylean.info
Established Agile is built for the Small
The map for Agile @ Scale is not well written
• We’re going on the Oregon Trail.
• Most of the comprehensive Agile maps are written by day-‐hikers who reject the very idea of going further.
• We need more than this: we need information from people who have been there before.
We need a better map
@MartinBurnsSV http://everydaylean.info
The Scaled Agile Framework (SAFe)
The Scaled Agile Framework is a proven map for applying Lean and Agile practices at enterprise scale
Powerful Synchronizes alignment,
collaboration and delivery
Principled Well definedin books
and in guidance Proven Scales
successfully to large numbers
teams
@MartinBurnsSV http://everydaylean.info
SAFe in a Nutshell: Team Cadence
Demo
Story
Story
Story
Story
Iteration 2 weeks
KanbanScrumban
Scrum
Retrospective
@MartinBurnsSV http://everydaylean.info
SAFe in a Nutshell: Program Cadence
SystemDemo
Feature
Feature
Feature
Feature
PotentiallyShippableIncrement:4-‐6 Iterations
Team of Teams
Retrospective
@MartinBurnsSV http://everydaylean.info
The most visibility I’ve had into what the team are doing in 5 years, since the group was 15 people, and because of that, I have more trust and confidence than I’ve had in 5 years
Big Room Planning
@MartinBurnsSV http://everydaylean.info
Release Like an AirlineBook in advance Plan for delays Plan for overbooking High cost of missing
Queue, queue, queue
@MartinBurnsSV http://everydaylean.info
Release Like a Train
Frequent Departures No need to consult a timetable No need to book No worry about missing one Turn up and Go!Plan together; Deliver together
@MartinBurnsSV http://everydaylean.info
• Driven from Enterprise Strategy
• Kanban System constrains WiP
• Prioritisation by Economic Factors
T14
T13
Portfolio Initiates, Funds & Governs Release Trains
T19
T17
T11
T10
T18
Release 1
Release 2
Release 2.1
Release 2.2
Release 3
Release 4
Release 4.1
T11T10
@MartinBurnsSV http://everydaylean.info
Public Case Studies
ScaledAgileFramework.com/case-‐studies
Leffingwell et al. © 2014 Scaled Agile, Inc.
@MartinBurnsSV http://everydaylean.info
Public Case Studies
ScaledAgileFramework.com/case-‐studies
Leffingwell et al. © 2014 Scaled Agile, Inc.
Impressive Results
• Transparency increased on all levels
• Delivery cycle time down from >12 months to 3 months
• Increased predictability (2014 92% successful releases)
• Need for patches decreased
• Fewer defects in main branch
• Good basis for further growth
@MartinBurnsSV http://everydaylean.info
SAFe Delivers Business Results
TIME TO MARKETENGAGEMENT
QUALITY
PRODUCTIVITY
BUSINESS RESULTS
Increase in employee
engagement
20-50% increase in productivity
30-75% faster time to market
50%+ defect
reduction
Leffingwell et al. © 2014 Scaled Agile, Inc.
@MartinBurnsSV http://everydaylean.info
The Management Challenge
“It is not enough that
management commit
themselves to quality and
productivity, they must know
what it is they must do.”
—W. Edwards Deming
@MartinBurnsSV http://everydaylean.info
Kontakta oss
Avega Group i Stockholm Grev Turegatan 11A 114 46 Stockholm Tel. 08-‐407 65 00
Avega Group i Öresund Gustav Adolfs Torg 45 211 39 Malmö Tel. 040-‐10 51 00
Avega Group i VästKungstorget 5 411 17 Göteborg Tel. 031-‐10 75 00
Avega Group i Oslo Filipstads Brygge 1 0250 Oslo Aker Brygge Business Centre, 2nd floor Tlf. +47 21 06 24 10
www.avegagroup.se www.avegagroup.no
@MartinBurnsSV http://everydaylean.info
Discussion starters
• What is your experience as a customer or sponsor of software development?
• How much does the presentation echo your reality?
• What data do we have to show this?
• Where can we go and see the reality and its problems, and talk to people directly impacted by it to understand the full impact?
• How much do these problems matter to you? To what extent do these situations contribute to your biggest concerns?
• How important are these problems, compared to others you face?
− How quickly do Real Life business conditions change?
− How valuable would flexibility be to you?
− What’s your experience of software development keeping its promises?
• What would better look like?
• How would we know if we’d reached it?
• What obstacles do you think are preventing us right now from getting there?
• What might be one step closer to ‘better’?
• What are the tradeoffs we would need to make (eg long term gains at short term cost)
• How do we make this work for all our stakeholders, as a non-‐zero sum outcome?
• What’s our overall purpose, and how much/in what ways do these things make it harder to achieve that?
• What do you think the key risks are in taking this journey?
• What do you think your team would say in this discussion?