This is my "Success Factors for Agile Development of Very Large Software Products" as it was presented at the PMI Sweden Congress on March 11 2013. The title of the presentation is in Swedish but the material is almost completely in English.
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
My talk at PMI Sweden Congress 2013 on Agile and Large Software Products
1. Framgångsfaktorer för Agil Utveckling av
Mycket Stora Programvaruprodukter
PMI Sweden Chapter
Passion for projects 2013
Svante Lidman, Senior Productivity Expert
svante.lidman@hansoft.se
@svante_lidman
www.slideshare.net/SvanteLidman
3. Vafalls, Stora
Large Products?
Progamvaruprodukter?
Ericsson
Autodesk
Boeing
Star Wars - The Old Republic
Microsoft Lucas Arts, Bioware, Electronic Arts
4. Why Agile?
• Are we and customers happy
with the lead time from idea
to volume deployment?
• Are we and customers happy
with product quality?
• Are we happy with R&D
efficiency?
• What will our situation look
like tomorrow if we continue
as we do?
5. The Importance of Speed
Sales
Volume 10% Increased
speed
(Sales earlier)
10% Efficiency
R&D (~15%) increase in R&D
Jan Bosch - www.janbosch.com
6. Conclusion
• Conformance to original budget is secondary
• Conformance to original scope is secondary
• Time to market and Quality is key!!
http://commons.wikimedia.org/wiki/File:PenroseTriangle.png
7. The Themes of this Talk
• Look at product development holistically
• All development work is not the same
• Self-organization
16. The Traditional Way
Pre-study
?
Feasability
Feasibility
? ? ?
Part 1 ? … ? Part N
? ? ?
Test
17. Common Challenges
• Time slicing of people
• Handovers of documents resulting in distortion
• Coordination issues
• Quality issues uncovered too late
• Lead-time too long
• Very few people understand the overall system
• Too many meetings
• Blame games
Claim: The fragmentation of value(work)is the single
most important root cause for these issues
18. What is Our Job?
Contract Management
Release Strategy Projects
Resource Planning 1/3 Requirements
Pre-study Vision
Management
TG1 Program Management TG2
PD3 Requirements Baseline
Defect-handling 2/3
TG3 Product
Execution Project Plan Value /
Opportunity Anatomy Integration Test
management &
Project Leaders
Technical coordination
Solution
/ Problem
CR-handlingDevelopment PDU PD1
War room Feasibility
PA PG ALM
Steering Group Go-model
FEAD PD2
Prestudy Design Business Case FG
Integration Planning
CCB BP4
System V-Model Design
19. Key Ideas
• Focus on flow, customer-to-customer
– Optimize for short end-to-end lead-time
– Stop-the-line mentality regarding faults
• This will expose inefficiencies and force:
– Removal of handovers
– Removal of overly detailed studies
and gold-plated designs
– Removal of late and non-repeatable testing
• The focus on flow and lead-time will act as a
forcing function to address impediments to
quality and efficiency
http://commons.wikimedia.org/wiki/File:Bulbgraph.svg
20. Key Concepts
• End-2-End Cross Functional Teams for Development
• Pull based approach
• Continuous programs rather than finite projects
• Continuous Integration (and Testing)
– Automated, continuous, fast and reliable feedback to teams
• Requirement Areas (RA) as scaling concept
– Yearly budgeting (in terms of teams) per RA coupled to business strategy
– Independent prioritization per RA
– Limits competence challenge for Teams without code ownership
http://commons.wikimedia.org/wiki/File:Stock_keyring.svg
21. Flow Based Organization
Analysis Development
Program Program
- Detail
- Identify Release - Design
- Analyze - Implement
- Prioritize
Program
- Test
(Project) - Document
- Package
- Verify
- Roll out
26. All Software is not the Same
Features
Application Specific
Domain Specific
Domain General
OS Extensions
(e.g. Protocols, Scalability, Security etc.)
Device Drivers
Custom Hardware + Firmware
27. Low Architectural Impact
Features
Application Specific
Domain Specific
Domain General
OS Extensions
(e.g. Protocols, Scalability, Security etc.)
Device Drivers
Custom Hardware + Firmware
28. High Architectural Impact
Features
Application Specific
Domain Specific
Code
Domain General
Impact
OS Extensions
(e.g. Protocols, Scalability, Security etc.)
Device Drivers
Custom Hardware + Firmware
29. High Architectural Impact
Features
Application Specific
Domain Specific
Test Impact
Domain General
OS Extensions
(e.g. Protocols, Scalability, Security etc.)
Device Drivers
Custom Hardware + Firmware
30. Handling the Differences
• Low Architecural Impact • High Architectural Impact
– Single Team with end-to- – Many teams
end ownership – PO team
– Anatomy to support vision
and rolling planning
– May require pure test
teams
– Traps:
• Planning too much upfront
• Locking down the plan
• Disempowering the teams
30
34. A team is a group of people with
complementary talents and
skills, aligned to a common objective.
34
35. It is a Powerful Management Strategy
• End-to-end ownership Motivation
Higher quality results
• Local decision making Adaptability
Results more fit for purpose
• No hand-overs Reduced time-to-market
35
http://commons.wikimedia.org/wiki/File:Tic_tac_toe.svg
36. Typical Advice on Self-organization
• Don’t assign roles
• Don’t assign leadership
• Don’t assign tasks
• Don’t say how
36
http://commons.wikimedia.org/wiki/File:Stop_hand_nuvola_alternate.svg
40. Motivated Individuals
Competence
Autonomy Relatedness
Self-
Determination
Theory
Self-Determination Theory, Deci and Ryan
40
41. Group Development
Child Teenager Young Adult Adult Retirement
Counter-
Dependency Trust
dependency
and and Work Break up
and
Inclusion Structure
Fight
Susan Wheelan, Integrated Model of Group Development
41
42. Self-organization
Människo
Values
r
Results
Grunde
Balance
r
42
45. GUT of Self-organization
Values
Results
Balance
Motivated Individuals
Groupdevelopment
Objectives
Knowledge/Learning
Communication/Feedback
Way-of-working/Decision making
High standards/Expectations
45
46. Summary
• Focus on end-to-end flow
• Focus on product evolution rather than
running projects
• Distinguish functional enhancements from
architectural evolution
• Foster self-organization consciously
46
47. Frågor på det?
47
http://commons.wikimedia.org/wiki/File:Ostrich2010_2.jpg
48. Selected References
• Creating Effective Teams (Wheelan) - http://www.amazon.com/Creating-Effective-Teams-Members-
Leaders/dp/1452217076/ref=sr_1_1?s=books&ie=UTF8&qid=1362513243&sr=1-
1&keywords=susan+wheelan
• Agile Software Requirements (Leffingwell) - http://www.amazon.com/Agile-Software-Requirements-
Enterprise-Development/dp/0321635841/ref=sr_1_1?s=books&ie=UTF8&qid=1362513353&sr=1-
1&keywords=leffingwell
• Drive (Pink) - http://www.amazon.com/Drive-Surprising-Truth-About-
Motivates/dp/1594484805/ref=sr_1_2?s=books&ie=UTF8&qid=1362513408&sr=1-2&keywords=dan+pink
• Corps Business (Freedman) - http://www.amazon.com/Corps-Business-Management-Principles-
Marines/dp/0066619793/ref=sr_1_1?s=books&ie=UTF8&qid=1362513452&sr=1-
1&keywords=corps+business+the+30+management+principles+of+the+u.s.+marines
• The Principles of Product Development Flow (Reinertsen) - http://www.amazon.com/Principles-Product-
Development-Flow-Generation/dp/1935401009/ref=sr_1_1?s=books&ie=UTF8&qid=1362513506&sr=1-
1&keywords=reinertsen
• Scaling Lean & Agile Development (Larman) - http://www.amazon.com/Scaling-Lean-Agile-Development-
Organizational/dp/0321480961/ref=sr_1_1?s=books&ie=UTF8&qid=1362513556&sr=1-
1&keywords=larman+vodde
• The System Anatomy (Taxén ed.) - http://www.amazon.com/System-Anatomy-Lars-
Taxen/dp/9144070748/ref=sr_1_3?s=books&ie=UTF8&qid=1362513689&sr=1-3&keywords=lars+taxen
• The Essence of Software Engineering (Jacobson, Ng, McMahon, Spence, Lidman) - http://www.amazon.com/The-
Essence-Software-Engineering-Applying/dp/0321885953
49. Thanks!
Svante Lidman, Sr Productivity Expert
svante.lidman@hansoft.se
@svante_lidman
www.slideshare.net/SvanteLidman
50. Licensing of this Presentation
The artwork in this presentation is licensed under the terms defined by each
respective source as indicated on each respective slide. If no source is
given, then the artwork is in the public domain.
Trademarks and books, depicted in the presentation are owned by the
respective tradmark owner and are only included for reference purposes and
is not in any way an endorsement of the presentation contents.
If you make use of this material in whole or part, you should clearly state
the source.
All original art work and the presentation as such is is licensed under
Creative Commons Attribution-Share Alike 3.0 Unported license.
See: http://creativecommons.org/licenses/by-sa/3.0/deed.en
50
Notas del editor
-Vadmenar vi med framgångsfaktorer?Vadmenar vi med agilutveckling?Vadmenar vi med programvaruprodukter?Vadmenar vi med mycketstora?Organizations developing large software-intensive products need to look at their software development in a life cycle perspective toget full benefit from adopting agile and lean. Naïve adoption can cause as much damage as benefit. Over the last couple of years I haveworked with several large scale software product development organizations around the world that are in various stages of adoption ofagile/lean practices. These are organizations that involve hundreds of software developers. In this presentation I will talk about typicalchallenges, solution patterns and transition strategies for this kind of development.KEY TAKE AWAY: How to build a large lean/agile software product developmentorganizati on
The problem with this is not the ideas or the principles that there is so much terminology and to some extent structure that is somewhat arbitrary. This will typically lead to terminology adoption rather than adoption of principles, annd values/behaviors which is what counts in the end. Remember Continuous Improvement....
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-Vadmenar vi med framgångsfaktorer?Vadmenar vi med agilutveckling?Vadmenar vi med programvaruprodukter?Vadmenar vi med mycketstora?Organizations developing large software-intensive products need to look at their software development in a life cycle perspective toget full benefit from adopting agile and lean. Naïve adoption can cause as much damage as benefit. Over the last couple of years I haveworked with several large scale software product development organizations around the world that are in various stages of adoption ofagile/lean practices. These are organizations that involve hundreds of software developers. In this presentation I will talk about typicalchallenges, solution patterns and transition strategies for this kind of development.KEY TAKE AWAY: How to build a large lean/agile software product developmentorganizati on