Be agile. Scale up. Stay Lean with SAFe by Michael Stump
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The document introduces the Scaled Agile Framework (SAFe), which is designed to implement lean and agile practices at an enterprise level, aiming for improved quality, productivity, and alignment. It emphasizes the importance of self-organizing, cross-functional teams and provides principles for scaling agile methodologies. Additionally, it highlights DevOps practices essential for bridging software development and IT operations to enhance deployment efficiency and reduce time to market.
Be agile. Scale up. Stay Lean with SAFe by Michael Stump
- 1. AGILE MEAGILE ME AGILE ME SUMMIT 2015 Be Agile. Scale Up. Stay Lean. with the Scaled Agile Framework® Michael Stump @michael_p_stump Managing Director - EMEA
- 2. 2Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved We thought we’d be programming like this
- 3. 3Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved But sometimes it feels like this
- 4. 4Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved The Management Challenge It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated. —W. Edwards Deming
- 5. 5Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved The Scaled Agile Framework® (SAFe® ) A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale ScaledAgileFramework.com Code Quality Program Execution Alignment Transparency Values
- 6. 6Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Scaled Lean-Agile Principles Take an economic view Apply systems thinking Assume variability; preserve alternatives Manage risk and efficacy with fast, synchronous learning cycles Develop systems incrementally; integrate and test frequently Facilitate flow by reducing batch sizes, managing queue lengths, and limiting WIP Base milestones on objective evaluation of working systems Synchronize with cross-domain planning and collaboration Decentralize decision-making Unlock the intrinsic motivation of knowledge workers
- 7. 7Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 2012 2013 2014 2.0 3.0 1.0 Field Experience at Enterprise Scale Roots, Past, Present and Future Agile Lean 7 Product Development Flow
- 8. 8Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 3.0
- 9. 9Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Be Agile. Nothing Beats an Agile Team
- 10. 10Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Mission Aligned and Collaborative • Empowered, self-organizing, self-managing, cross-functional team • Delivers valuable, tested, working software every two weeks • Scrum project management and XP-inspired technical practices; Kanban too • Value delivery via User Stories
- 11. 11Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Scale Up. Except a Team of Agile Teams
- 12. 12Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Teams of Agile Teams form ARTs • Self-organizing, self-managing Agile Release Trains • Delivers working, tested full system increments every two weeks • Operates with Vision, architecture and UX guidance • Common sprint lengths and estimating • Face-to-face release planning for collaboration, alignment, and adaptation • Value delivery via Features and Benefits
- 13. 13Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Stay Lean. Working in an Agile Portfolio
- 14. 14Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Aligning Programs in an Agile Portfolio • Centralized strategy, decentralized execution • Lean-Agile budgeting empowers decision makers • Kanban systems provide portfolio visibility and WIP limits • Enterprise architecture guides the larger technology decisions • Objective metrics support governance and improvement • Value delivery via Epics
- 15. 15Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved That Gets Business Results
- 16. 16Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Business Results Happier, more motivated employees 20–50% increase in productivity 30–75% faster time to market 50%+ defect reduction See ScaledAgileFramework.com/case-studies
- 17. 17Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved CASE STUDIES
- 18. 18Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Decreased time to market by 27 weeks 20–50% Productivity increase 76% Decrease in response time to customer requests 20–25% Increase in client satisfaction SAFe adoption leads to Barron’s award 50% Warranty expense down 95% Decrease in product defects Dramatic improvement in quality Better alignment to common vision Cost down 50% Better business-IT collaboration Dependencies and risks revealed far in advance with SAFe
- 19. 19Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Faster Flow of Value to the End User DevOps
- 20. 20Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Develop on Cadence. Release on Demand. Development cadence limits variability to a single PI interval. Release is on demand. Release on Demand Major Release Subsystem release Customer Preview Major Release New Feature Develop on Cadence PI PI PI PI PI
- 21. 21Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Why DevOps? Teams still deliver software to deployment in large batches causing Monday morning effect! Deployment and release of new software is likely to be highly manual, error prone and unpredictable Lack of coordination with Deployment Operations. DevOps must be on the train to participate in Program Events Improves deployment readiness from feature definition all the way through to the point where users actually benefit 21
- 22. 22Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved The Problem. Development or Operations? It works on my machine! After they deployed our code to the staging environment, I can’t login to the application! After deployment, the production server cannot handle the load! It's not a problem with our server, it's your code!
- 23. 23Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved What is DevOps? An agile approach to bridge the gap between software development and IT operations to deliver value faster Development Operations • Create Change • Add or Modify Features • Create Stability • Create or enhance services
- 24. 24Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved SAFe DevOps Practices for Deployment Pipeline 1. Build and maintain a production equivalent staging environment 2. Maintain Development and Test Environments to better match production 3. Deploy to Staging Every Sprint; Deploy to Production Frequently 4. Put Everything Under Version Control 5. Start Creating the Ability to Automatically Build Environments 6. Start Automating the Actual Deployment Process
- 25. 25Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved A Staging environment mitigates risk due to Development and Production environments being significantly different The staging environment “resembles” the Production environment where validation takes place. Goal: achieve largely functional equivalence between Staging and Production. True equivalency is usually not economically feasible. Build and maintain a Production equivalent Staging environment#1
- 26. 26Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Propagate all changes in Production, such as components or supporting infrastructure back to the Development, Test and Staging All new actions required to enable the deployment flow should be documented in scripts and automated Maintain Development and Test Environments to Better Match Production#2
- 27. 27Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Perform System Demos from the Staging environment Do hard and painful things frequently so they become routine Deployment to Production under governance of Release Management Team: • Evaluation of any quality, regulatory, security requirements • Conceptual integrity of the feature set • Potential impacts to customers Deploy to Staging every Iteration; Deploy to Production Frequently#3
- 28. 28Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved All deployable artifacts, metadata and other supporting configuration items New code, all required data (dictionaries, scripts, look-ups, mappings, etc.), all libraries and ext. assemblies, configuration files or databases, application or database servers – everything that may realistically be updated or modified Keep automated test and a manageable set of test data under version control too! Put Everything Under Version Control#4
- 29. 29Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Many deployment problems are due to error prone manually intensive activities (OS, applications, data, initiation of jobs in the system) Establish a reliable deployment process by automating the environment setup process. Tools like Virtualization, Infrastructure as a Service and automating configuration management jobs make this easier Start Creating the Ability to Automatically Build Environments#5
- 30. 30Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Deployment process itself also requires automation including all steps in the flow e.g.: • building the code • creating the test environments and executing tests • deploying and validating verified code, associated systems and utilities in the target environments Requires the full commitment and support of the organization and Kaizen mindset Start automating the actual deployment process#6
- 31. 31Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Summary Deploying software builds to Production is no less important than developing and testing new functionality Poorly managed deployments that happens too late in the lifecycle delays value delivery Engage DevOps in Program level events, establish environments, practices and disciplined procedures in support of a continuous deployment pipeline DevOps must be on board the Agile Release Train
- 32. 32Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved In the new world, it is not the big fish which eats the small fish, it’s the fast fish which eats the slow fish Klaus Schwab Founder and Executive Chairman World Economic Forum
- 33. 33Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Questions? ScaledAgileFramework.com ScaledAgileAcademy.com ScaledAgilePartners.com …or visit ScaledAgile.com for links to everything
- 34. 34Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
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- 36. 36Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights ReservedLeffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Be Agile. Scale Up. Stay Lean. with the Scaled Agile Framework® Agile ME Summit 2015 Michael Stump @michael_p_stump Managing Director - EMEA