Adopting scaled agile framework webinar v1.0
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Reedy Feggins presented on adopting scaled agile practices. Some key points: 1. Feggins has over 15 years of software development experience and various agile certifications. 2. Innovation is increasingly driven by software, but software delivery faces challenges like changing requirements, unpredictable schedules, and high costs. 3. The Scaled Agile Framework (SAFe) provides a proven approach for applying agile practices at an enterprise scale across many teams. It aims to synchronize alignment, collaboration, and delivery.
Adopting scaled agile framework webinar v1.0
- 1. © 2014 IBM Corporation Adopting Scaled Agile Webinar Reedy Feggins – rfeggins@us.ibm.com SAFe Certified SPC Certified ScrumMaster (CSM), PMP
- 2. 2 Scaling Agile Practices About the Speaker Background Reedy Feggins Jr 15+ years software development experience SAFe Certified SPC PMP (Project Management Professional) CSM-P (Certified Scrum Master Practitioner) 8 years experience on Agile teams Agile Coach for IBM Rational Software Development
- 3. 3 Scaling Agile Practices Innovation is increasingly being driven by software Source: Mobile banking: A catalyst for improving bank performance, Deloitte, 2010; and This Car Runs on Code, Robert Charette, IEEE Spectrum, 2009. Mobile banking will be the most widely used banking channel by 2020, if not sooner The average 2010 automobile contains more lines of software code than a fighter jet
- 4. 4 Scaling Agile Practices Source: Numerous sources, see speaker notes for details 2010 Spending in U.S. on governance, risk and compliance was $29.8 billion Increasing Mandates 62% of projects fail to meet intended schedule Unpredictability in Software Delivery 50% of outsourced projects are expected to under perform Globally Distributed Software and Product Supply Chains Complex, Multi-platform Systems and Applications 62% of companies have agile projects requiring integration with legacy systems 30% of project costs are due to rework and poor execution of requirements Changing Requirements and Time to Market Cost Reduction 70% budget locked in maintenance and 37% of projects go over budget 2010 Spending in U.S. on governance, risk and compliance was $29.8 billion Increasing Mandates 62% of projects fail to meet intended schedule Unpredictability in Software Delivery 50% of outsourced projects are expected to under perform Globally Distributed Software and Product Supply Chains Complex, Multi-platform Systems and Applications 62% of companies have agile projects requiring integration with legacy systems 30% of project costs are due to rework and poor execution of requirements Changing Requirements and Time to Market Cost Reduction 70% budget locked in maintenance and 37% of projects go over budget Software-driven innovation is challenging
- 5. 5 Scaling Agile Practices What is required to deliver high-quality Software on time and budget ?
- 6. 6 Scaling Agile Practices Agile flips the Iron Triangle
- 7. 7 Scaling Agile Practices Agile values Individuals Interactions Individuals Interactions Respond to Change Respond to Change Source: www.agilemanifesto.org Processes and Tools Processes and Tools Following a Plan Following a Plan over We value That is, while there is value in the items on the right, we value the items on the left more. Customer Collaboration Customer Collaboration Contract Negotiation Contract Negotiation Working Software Working Software Comprehensive Documentation Comprehensive Documentation
- 8. 8 Scaling Agile Practices Agile Framework XP • Based on simplicity, communication, feedback, courage, and respect • Start simple and add complexity through refactoring Scrum SCRUM • Small teams of 6-9 people • “Backlog” defined requirements that will be addressed in each Sprint • Daily 15 minute Scrum meeting to discuss work for the day Crystal • Frequent delivery • Reflective improvement Lean • Based on 7 core principles (e.g.,, • Eliminating waste, • amplifying learning • Building Integrity in from start • Uses Kanban and Value stream mapping to improve team performance Feature Driven • Develop feature list • Plan, Design, Build by Feature Test-driven development Planning game Pair Programming Refactoring Agile Practices - The above methods involve a range of techniques including: Continuous integration Design improvement Small releases Simple design Static Analysis Coding standard Sustainable pace Whole team “Agile” is generally a overloaded term in the industry… Disciplined Agile • People-first, learning-oriented hybrid agile approach to IT solution delivery. • It has a risk-value lifecycle, is goal- driven, is scalable, and is enterprise aware. Unified Process
- 9. 9 Scaling Agile Practices Framework Creator: Dean Leffingwell Founder and CEO ProQuo, Inc., Internet identity Senior VP Rational Software Responsible for Rational Unified Process (RUP) & Promulgation of UML Founder/CEO Requisite, Inc. Makers of RequisitePro Founder/CEO RELA, Inc. Colorado MEDtech Founder and CEO ProQuo, Inc., Internet identity Senior VP Rational Software Responsible for Rational Unified Process (RUP) & Promulgation of UML Founder/CEO Requisite, Inc. Makers of RequisitePro Founder/CEO RELA, Inc. Colorado MEDtech 9
- 10. 10 Scaling Agile Practices What is Scaled Agile? Scaled Agile Framework (SAFe) Big Picture http://scaledagileframework.com/ Dean Leffingwell has elaborated this approach in: – Agile Software Requirements: Lean Requirements for Teams Programs and the Enterprise (2011) – Scaling Software Agility: Best Practices for Large Enterprises, (2007) – scalingsoftwareagilityblog.com. Backed up by SAFe Program Consultant (SPC) and SAFe Agilitist (SA) – Certification process: http://scaledagileacademy.com The Scaled Agile Framework® (pronounced SAFe™) is an interactive knowledge base for implementing agile practices at enterprise scale.
- 11. 11 Scaling Agile Practices Some Thoughts on Agile Methods Scrum – Works great. Less filling. Ubiquitous. Scrumptious. Let’s Sprint. Extreme Programming – Really great code from really great coders. We can scale great code. Extremely useful. Let’s Program with it. Kanban – Clear thinking on flow, demand management and limiting wip. Let’s flow, limit WIP and manage demand with it. 11 But if these innovative methods don’t have the native constructs to address the view beyond the team − the systems view − shouldn’t we do something about that? And, on behalf of millions of practitioners, working on really big systems in really big companies, and struggling badly with existing approaches, don’t we have an obligation to try?
- 13. 13 Scaling Agile Practices Distributed Planning May have to do planning in two chunks of time rather than one solid (4-hour) block Will need/want an electronic agile planning tool to pull stories into the Sprint plan Typically use electronic modeling, drawing tools and screen sharing. May do some diagrams offline and share electronically. Easy Planning Poker (Chat, everyone enters the number of story points) Teams will share files and links to facilitate discussions 13
- 14. 14 Scaling Agile Practices SAFe Delivers Business Results Increase in employee engagement 20-50% increase in productivity 30-75% faster time to market 50%+ defect reduction 14
- 15. 15 Scaling Agile Practices Or Start with a Proven Framework A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale ScaledAgileFramework.com Synchronizes alignment, collaboration and delivery for large numbers of teams Synchronizes alignment, collaboration and delivery for large numbers of teams CORE VALUES 1. Program Execution 2. Alignment 3. Code Quality 4. Transparency
- 16. 16 Scaling Agile Practices SAFe Big Picture
- 17. 17 Scaling Agile Practices Discriminating Themes, Epics, Feature and Stories YesFits in a single iteration. (story points.) Product Owner and Team. Atomic. Fit For team and detailed user understanding Story YesFits in an internal release, Can be divided into incremental sub‐ features as necessary (Points) Product manager Product owner Short, descriptive, value delivery and benefit oriented statement. Customer and marketing understandable Feature NoIncluding mockup, prototype, user story canonical or declarative form 6‐12 months. Sized. Program / product mgmt (PPM) Business owners Bold, Impactful, marketable differentiators Epic NoAny: text, prototype, PPT, Video or conversation Span strategic planning 12‐18+ months. Not sized, controlled by % investment Portfolio fiduciaries Strategic Product BIG, hairy, audacious, game changer, initiatives providing competitive advantage Theme Test able FormatSizingResponsibilityDescription Type of Information http://scalingsoftwareagility.files.wordpress.com/2007/03/a-lean-and-scalable-requirements-information-model-for-agile-enterprises-pdf.pdf
- 18. 18 Scaling Agile Practices Scalable requirements model for the agile enterprise appears below • While this model look more complex that most agilists typically use, it scales directly to team or project • Scaling agility - from the project - to the program - to the portfolio level • When applied at lower levels use only required subset
- 19. 19 Scaling Agile Practices Comparing Agile vs. Waterfall Approach % 100 Working Code Time MONTHS Architecture DesignReqts Coding Test Deployment 1 2 3 4 5 6 7 8 S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15
- 20. 20 Scaling Agile Practices Common Agile Inhibitors
- 21. 21 Scaling Agile Practices © Copyright IBM Corporation 2013. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. www.ibm.com/software/rational