Scaling software agility niranjan nerlige
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This document discusses approaches for scaling agile practices in large organizations. It introduces scaled agile frameworks like SAFe that are used to coordinate agile teams. The presentation covers how agile values are applied at multiple levels from individual teams to programs. Case studies from companies like Salesforce that transformed using scaled agile are presented, showing benefits like reduced time between releases and increased features delivered. The key aspects that change in agile at scale are described, such as moving from big upfront planning to emergent just-in-time approaches and emphasizing leadership over command-and-control styles.
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Scaling software agility niranjan nerlige
- 1. Agility @ Scale (Models , Practices in Large Organizations) By Niranjan Nerlige V Scaled Agile Meet up , Valtech ,Bangalore, India Date: 4th, December,2013 Copy Right Reserved , Exelplus Services 1
- 2. Niranjan N.V., M.Tech (IIT-B), PMI-ACP, CSP, CSM, SPC • Founder of Exelplus Services • Consultant, Coach and Trainer since 4.5 Years • Scaled Agile Framework (SAFe) Program Consultant • PMI-Agile Certified Practitioner (PMI-ACP) • Certified Scrum Master (CSM) • Certified Scrum Professional(CSP) E mail: niranjan@exelplus.com Website: www.exelplus.com Linked in Profile: http://in.linkedin.com/in/niranjannerlige/ Copy Right Reserved , Exelplus Services 2
- 3. Service Offerings •• Agile Training(Scrum,XP Agile Training(Scrum,XP and Kanban and Kanban •• Scaled Agile Scaled Agile Framework(SAFe) Framework(SAFe) Trainings Trainings •• Function Point Analysis Function Point Analysis •• Agile Coaching, Training and Implementation Agile Coaching, Training and Implementation •• Scrum Project Management Implementation Scrum Project Management Implementation •• Agile Readiness and Maturity Assessments Agile Readiness and Maturity Assessments •• Coaching, Consulting, Training Scaled Agile Coaching, Consulting, Training Scaled Agile Framework(SAFe) Framework(SAFe) Copy Right Reserved , Exelplus Services 3
- 4. Agenda: - What is Scaling Agile all about - Applying the Agile @ Scale - Models for Scaling Agile - What are we changing in Agile@ Scale Copy Right Reserved , Exelplus Services 4
- 5. What is Scaling Agile all about Copy Right Reserved , Exelplus Services 5
- 6. Repeating agile successes in a team across an organization (scaling out?) Copy Right Reserved , Exelplus Services 6
- 7. Applying agile thinking to crossproduct projects Copy Right Reserved , Exelplus Services 7
- 8. gile A ing k hin T an Le i ng ink Th Applying agile and lean thinking to development organizations Copy Right Reserved , Exelplus Services 8
- 9. Applying Agility at Scale is …… Copy Right Reserved , Exelplus Services 9
- 10. How do we do this in Large Enterprises ? Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Copy Right Reserved , Exelplus Services 10
- 11. Still more space to thinking “The Spirit of Agility for Bigger Problems” • Big complex system-of-system problems • Multiple competing stakeholders • Many cross-dependencies in terms of requirements, technical dependencies etc • Multiple Programs and Portfolio management etc Copy Right Reserved , Exelplus Services 11
- 12. Performance 2nd Wave of Agile am rogr P Agile lio ortfo /P am le Te Agi Time Source: Based on claytonchristensen.com – Innovator’s Dilemma Copy Right Reserved , Exelplus Services 12
- 13. What Models are used for Scaling Software Agility Copy Right Reserved , Exelplus Services 13
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- 15. Copy Right Reserved , Exelplus Services 15
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- 18. Investment Themes Portfolio Epics Program Feature Story Team Task Copy Right Reserved , Exelplus Services 18
- 19. 5 to 9 Members Copy Right Reserved , Exelplus Services 19
- 20. 5 to 10 teams 50 to 125 People Copy Right Reserved , Exelplus Services 20
- 21. Program Roles System Team Release Management Permission of Leffingwell LLC and Scaled Agile Inc. Copy Right Reserved , Exelplus Services 21
- 22. Iteration (Sprint) is to team as Agile ReleaseTrain is to program Copy Right Reserved , Exelplus Services 22
- 23. Defining Disciplined Agile Delivery (DAD) Copy Right Reserved , Exelplus Services 23
- 24. Defining Disciplined Agile Delivery (DAD) The DAD process framework is an agile approach to IT solution delivery that is: • People-first • Learning-oriented • Risk and value driven • Goal-driven • Hybrid • Enterprise aware • Scalable Copy Right Reserved , Exelplus Services 24
- 25. People First: Potential Roles On Disciplined Agile Teams Primary roles: • Stakeholder • Team Lead • Product Owner • Agile Team Member • Architecture Owner Secondary roles: • Domain Expert • Technical Expert • Independent Tester • Integrator • Specialist Copy Right Reserved , Exelplus Services 25 Source: Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler
- 26. DAD adopts best practices from several Agile Methods Unified Process (UP) Extreme Disciplined Agile Delivery (DAD) Programming (XP) Scrum Lean Agile Harmony Process Modeling DAD is a hybrid process framework. DAD adopt best practices and philosophies from several methodologies Copy Right Reserved , Exelplus Services Source: Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler 26
- 27. Concept: the Agile 3C rhythm The coordinate-collaborate-conclude rhythm occurs at several levels on a disciplined agile delivery (DAD) project: Construction Transition Coordinate Release rhythm Inception Collaborate Conclude Development Iteration rhythm Collaborate Daily rhythm Coordination Meeting Daily Work Collaborate Coordinate Stabilize Conclude Copy Right Reserved , Exelplus Services Source: Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler 27
- 28. Salesforce.com used major enterprise-wide Agile Transformation using ADM in 3 Months
- 29. What is ADM (Adaptive Delivery Methodology)? ADM is a modified Scrum/XP style of product development that is specific to Salesforce. It employs Scrum project management framework, adopts certain XP practices and is based on lean principles • Salesforce.com flavor of agile • Scrum project management framework • XP practices • Based on Lean principles Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com Copy Right Reserved , Exelplus Services 29
- 30. What is ADM? Lean Lean Self-organizing Self-organizing Agile Agile Continuous integration Continuous integration Time-boxed Time-boxed Ftest --Selenium Ftest Selenium Transparent Transparent Self-correcting Self-correcting Re-factoring Re-factoring Collective Code Ownership Collective Code Ownership Iterative Iterative Code Reviews Code Reviews User stories User stories Just-in-time Just-in-time Debt free Debt free Predictable releases Predictable releases Early feedback Early feedback Always Potentially Releasable Always Potentially Releasable Scrum of (Scrum of Scrums) Scrum of (Scrum of Scrums) Seasonal Planning Rhythm Seasonal Planning Rhythm Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com Copy Right Reserved , Exelplus Services 30
- 31. Align to Workgroups Team 16 Team 1 Team 15 Team 2 Team 17 Workgroup 2 Team 6 Team 18 Workgroup 1 Team 19 Team 3 Team 5 Team 4 Team 7 Team 14 Team 8 Team 20 Team 21 Team 22 Team 9 Workgroup 4Team 10 Team 27 Workgroup Team 23 3 Team 26 Team 13 Team 12 Team 11 Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com Copy Right Reserved , Exelplus Services Team 25 Team 24 31
- 32. Business Results Achieved from Large Enterprises Copy Right Reserved , Exelplus Services 32
- 33. - SAFe Frame Work Copy Right Reserved , Exelplus Services 33
- 34. Transformation Results – Salesforce.com Features Delivered per Team Days between Major Releases 2000 2001 2002 2003 2004 2005 2006 2007 Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com Copy Right Reserved , Exelplus Services 34
- 35. +61 % improvement in “mean time to release” for major releases in first agile year Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com Copy Right Reserved , Exelplus Services 35
- 36. +38 % Increase in feature requests delivered per developer in first agile year Copy Right Reserved , Exelplus Services Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com 36
- 37. Copy Right Reserved , Exelplus Services 37
- 38. 88 % of respondents believe the quality of products have improved Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com Copy Right Reserved , Exelplus Services 38
- 39. What are we Changing in Agile Development- Changing Paradigms Copy Right Reserved , Exelplus Services 39
- 40. Measure of Success: Response to Changes Copy Right Reserved , Exelplus Services 40
- 41. Management Culture : “Moving away from Command and Control” to • “Leadership & Collaborative” •Centralized Strategy and Decentralized Execution •Lean Thinking Managers •Managers Develop people and People develop solutions Copy Right Reserved , Exelplus Services 41
- 42. Requirements & Design: Moving away from “Big & Upfront” to “Emergent/Just in Time” • Vision and Backlog • Just in Time elaboration •Program Backlogs , Team Backlogs •Last Responsible Moment Design Decisions •Intentional Architecture and Architecture Emerges •Portfolios are guided by Business Use Cases, Business Epics Copy Right Reserved , Exelplus Services 42
- 43. Implementation: • Code and Unit Test, Continuous Delivery • Program Executions done by Release Trains •Cadence to maintain Release Rhythm, •System Demos with frequent feedbacks •Potentially Releasable Features periodically (8-12 Weeks) Copy Right Reserved , Exelplus Services 43
- 44. Planning : •Move away from “detailed ,fixed scope ” to ” Two Levels Plan, fix date , estimate scope” •Release Planning, Iteration Planning at Program level & Iteration level. Copy Right Reserved , Exelplus Services 44
- 45. Regular Reflection & Adapt: Iteration Retrospectives, Release Retrospectives •Iteration Retrospectives for Tactical purpose •Release Retrospectives for Organizational Impediments Copy Right Reserved , Exelplus Services 45
- 46. References: 1. Scaling Software Agility, book by Dean Leffingwell 2. A holistic approach to scaling agile at Salesforce.com by Steve Greene Nicola Dourambeis 3. SAFe Foundations by Scaled Agile Academy 4. Introduction to Disciplined Agile Delivery (DAD) by Scott Ambler Copy Right Reserved , Exelplus Services 46
- 47. Thank You For Your Time ………….. Niranjan Nerlige V, M.Tech ( IIT, Bombay), PMI-ACP, SPC,CSP, CSM. Founder, Chief Consultant , Corporate Trainer and Agile Coach Exelplus Services A1, Samhita Vista, 1st Main, Pai Lay Out, Bangalore-560016 Mobile: 98450 69909 E-Mail: niranjan@exelplus.com Website: www.exelplus.com Copy Right Reserved , Exelplus Services 47
Notas del editor
- Set some context. There’s a second wave of Agile adoption that’s happening now. In this second wave, adoption is happening at scale. It’s being driven from business imperatives at the portfolio. And in a trend that’s well under way, the benefits of agile are being applied to large, multi-team programs. This is consistent with Clayton Christensen’s model for Disruptive Innovations – specifically the idea that disruptive forces in the market start with simpler applications and then move “up-market”.
- Mentioned funding challenge. Funding in SAFe flows from investment themes. Defined budgetary allocations to value streams. Prescriptive hierarchy of epics – features – teams. Feature level helps avoid the “drowning in user stories” aspect of SCRUM. Business can consume, track and understand work at that level. Acknowledgement that “there’s no perfect hierarchy”. Rally ALM has strong support for this hierarchical approach to requirements. Want to be able to roll up on work grain, timeline, and team structure. Epics go through a business case validation. Work can flow for epics, but it can also be initiated at the program level by the product manager (more common). Epics that flow from the top have funding attached over and above the steady-state funding from the investment themes. SAFe does a very good job of addressing funding issues.
- Wave 1 Agile focused on reorganizing into cross-functional, self-organizing Scrum teams. Which is still an excellent way to pilot and learn and begin to reimagine an org.
- In Wave 2 of Agile, we replicate the team into a team of teams structure. This will be 50-125 people, typically organized into 5 to 10 teams. But just replicating the team structure isn’t enough, we also need to define new roles…
- A system team will handle integration, system demos, continuous integration and system health. Release management is a cross-functional team …
- Just as scrum standardized practices at team level, SAFe standardizes practices at program and portfolio levels. This is a consistent with second wave adoption. In second waves, industry standards emerge. SAFe is that industry standard. And we know that it works because it’s based on our experiences of the last decade. One of the reasons SAFe is becoming popular is that it tackles the tough issues – architecture, integration, funding, governance and roles at scale. ========= New roles in addition to familiar PO, SM, delivery team. Funding and Governance addressed Architecture addressed. Prescriptive and pragmatic. Makes it practical to stand up 5 to 10 agile teams working together in one step.
- From this definition, you can see that the DAD process framework has several important characteristics. These characteristics are: People first Learning oriented Agile Hybrid IT solution focused Goal-driven Delivery focused Risk and value driven Enterprise aware
- Stakeholder. The people who affect the success of your system and are affected by it. Team Lead. Responsible for the success of the project and for employing the process to build a system or product Product Owner. Defines and promotes the vision, goals, and capabilities of the product so team can make decisions. Owns the Product Backlog/Work Item List and defines acceptance criteria for work items; Determines the scope/content of the release (release planning); Defines acceptance criteria for the release and determines when the system is ready for release Agile Team Member. This is everyone else on the team Architecture Owner. Responsible for the architecture of the system or subsystems that the team is working on. Mentors and guides the developers in architectural issues, and leads them through technical issues. Understands the architectural direction and standards of their organization and helps to ensure that the team adheres to them appropriately Domain Expert. Has detailed knowledge about one or more aspects of the problem domain. Technical Expert. Has detailed technical knowledge needed Independent Tester. Focuses on complex testing efforts, working parallel but independent of the team. Integrator. Responsible for building the entire system from its various subsystems. Specialist. Sometimes component subteams require people focused on narrow specialties. The secondary roles often occur only at scale. Agile roles are different than traditional roles, even though they may sound similar to what you are used to. Many organizations struggle to adopt agile effectively because they’re not willing to make the changes necessary to support these new roles. This is an example of the “Organizational Complexity” scaling factor. Agile principle # 5: Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Note that the Architecture Owner role isn’t likely needed on smaller teams (say 10 or less). Diagram used with permission from the forthcoming book “Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler and Mark Lines publication date June 2012)
- DAD is a process framework which you can tailor to meet the needs of the situation which your team finds itself in. DAD is also a hybrid methodology which adopts best practices, philosophies, and strategies from a range of proven sources including Scrum, XP, UP (e.g. Rational Unified Process, Open Unified Process, Agile Unified Process), Agile Modeling, and others. Scrum is effectively a subset of XP. Agile Modeling overlaps a bit with XP (collective ownership, non-solo work, following conventions, …) Agile methods such as Scrum, XP, and AM include concepts popularized by UP in the 1980s and 1990s, and UP has evolved to address many of the “new” concepts popularized in agile methods. Diagram used with permission from the forthcoming book “Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler and Mark Lines publication date June 2012)
- Consider things from the point of view of a team member. The daily stand up meeting is followed by work that, at the end of the day, is stabilized and committed. This cyclic rhythm takes place in another rhythm of an iteration. At a still higher level, you have the cyclic rhythm of Inception, Construction, and Transition. Rhythms are important to keep a large team in sync as well as avoiding burnout. Suggested reading: Software Development Rhythms: Harmonizing Agile Practices for Synergy. Kim Man Lui and Keith C. C. Chan (2008)
- Values = ideals, what we hold important (e.g. freedom, trust, respect) Principles = guidelines for behavior in specific circumstances so that you are being true to your values Practices = specific events that occur or artifacts that you create
- Values = ideals, what we hold important (e.g. freedom, trust, respect) Principles = guidelines for behavior in specific circumstances so that you are being true to your values Practices = specific events that occur or artifacts that you create
- Values = ideals, what we hold important (e.g. freedom, trust, respect) Principles = guidelines for behavior in specific circumstances so that you are being true to your values Practices = specific events that occur or artifacts that you create
- The Iteration Retrospectives provides the first tactical opportunity for assessment and process improvement. For most teams when they are new to agile it provides key learning opportunity to why they haven't been able to accomplish the objectives the iteration Release Retrospective helps to identify Organization level impediments must be raised to next level, sponsors. Eg: Component Team/Feature teams distributed across too many locations Key stakeholders were not present at the Release Meeting.