be agile. scale up. stay lean. and have more fun by dean leffingwell
DESCRIPTION
Scrum, XP, and Kanban have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to challenges of building enterprise class software systems. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization- and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development. In this talk, Dean Leffingwell describes how to accomplish this with the Scaled Agile Framework, a publicly - accessible knowledge base of proven Lean and Agile practices for enterprise-class software development. He approaches the problem from the perspectives of Lean thinking and principles of product development flow, illustrating how these core principles help deliver business results at scale, while keeping the development system - and the enterprise - lean and responsive to rapidly changing market needs. And since winning is more fun, he’ll also describe some of the personal benefits that come when teams master the art of delivering better enterprise-class software, at an ever faster pace.TRANSCRIPT
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1 © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved. © 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. Scaled Agile Framework ® is a trademark of Leffingwell, LLC.
By Dean Leffingwell
Leading the Lean|Agile Enterprise: Be Agile. Scale Up. Stay Lean.
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Keeping Pace
! Our modern world runs on software. ! What doesn't now, likely will soon ! We’ve had Moore’s Law for hardware, and Moore’s Law
+ for envisioning what software could do ! But, our prior development practices haven’t kept pace ! Agile shows the greatest promise, but was developed
for small teams ! We need a new approach – one that harnesses the
power of Agile and Lean – but applies to the needs of the largest software enterprise
Our development methods must keep pace with an increasingly complex world
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We Thought We’d be Programming Like This
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But Sometimes It Feels Like This
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We Have a Choice of Approaches
4 444 : Documents Documents Unverified Code Software
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Accelerating Value Delivery
Early value delivery accumulates and accumulates
Time
Valu
e D
eliv
ery
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Makes Money Faster
TIME
VA
LUE
DE
LIV
ER
Y
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First, 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.
! 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?
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Scaling, You Have a Choice
You have a blank slate.
Figure it out what works and grow it to suit you.
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Or Start with A Proven Framework
A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale
! Synchronizes alignment, collaboration and delivery for large numbers teams
Core values: 1. Code Quality 2. Program Execution 3. Alignment 4. Transparency
http://ScaledAgileFramework.com
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What’s Behind the Framework?
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SAFe Roots
Lean, Systems Thinking
Principles of Product
Development Flow Agile Development
Field experience at enterprise scale
Iterative and Incremental Development
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Lean Thinking Provides Thinking Tools
Respect for People
Product Development
Flow Kaizen
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Goal: Speed, Value, Quality
THE GOAL ! Sustainably shortest lead time ! Best quality and value to
people and society ! Most customer delight, lowest
cost, high morale, safety
All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non-value added wastes. – Taiichi Ohno We need to figure out a way to deliver software so fast that our customers don’t have time to change their minds.
Mary Poppendieck
Most software problems will exhibit themselves as a delay. – Al Shalloway
Respect for People
Product Development
Flow Kaizen
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Product Development Flow
1. Take an economic view
2. Actively manage queues
3. Understand and exploit variability
4. Reduce batch sizes
5. Apply WIP constraints
6. Control flow under uncertainty: cadence and synchronization
7. Get feedback as fast as possible
8. Decentralize control Reinertsen, Don. Principles of Product Development Flow
Respect for People
Product Development
Flow Kaizen
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Reduce Batch Size Small batches go through the system faster with lower
variability
! Large batch sizes increase variability ! High utilization increases variability ! Severe project slippage is the most
likely result
! Reducing batch size – Reduces cycle time; faster
feedback – Decreases variability and
risk ! Most important batch is
the transport (handoff) batch
! Proximity (co-location) enables small batch sizes
Project slippage rises exponentially with duration
Fig. Source: Poppendieck. Implementing Lean Software Development Reinertsen, Don. Principles of Product Development Flow
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Actively Manage Queues
! Understand Little’s Law
(Avg wait time = avg queue length / avg processing rate) ! Faster processing time
decreases wait ! Control wait times by controlling
queue lengths
Reinertsen, Don. Principles of Product Development Flow
Email from a client service organization: “Thank you for contacting us. We are experiencing increased volumes and apologize in advance for the delay. Our goal is to contact you within...”
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Apply WIP Constraints
WIP constraints force capacity matching, increases flow
When WIP and utilization become too high, you will see a sudden and catastrophic reduction in throughput!
Apply WIP constraints Force capacity matching Accelerate delivery
Timebox Prevent uncontrolled expansion of work Make waiting times predictable
Purge lower value projects when WIP is too high
Increase efficiency and throughput of remaining work
Constrain local WIP pools Constrain global WIP pools Make WIP continuously visible
1) Understand 2) take action
Reinertsen, Don. Principles of Product Development Flow
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Visibility and WIP Constraints
Stor
y 10
St
ory
11 St
ory
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Stor
y 9
Stor
y 7
Stor
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Stor
y 5
Stor
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Stor
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Stor
y 2
Stor
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Today Without WIP Constrains – a waterfall sprint
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Let’s Look at the Framework
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Nothing Beats an Agile Team ! Empowered, self-organizing, self-managing cross-
functional teams ! Valuable, fully-tested software increments every two weeks ! Scrum project management practices and XP-inspired
technical practices ! Teams operate under program vision, system, architecture
and user experience guidance ! Value description via User Stories
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That Focuses on Code Quality
You can’t scale crappy code
Agile Architecture
Con/nuous Integra/on
Test-‐First
Refactoring
Pair Work
Collec/ve Ownership
Code Quality Provides: ! Higher quality products and
services, customer satisfaction
! Predictability and integrity of software development
! Development scalability
! Higher development velocity, system performance and business agility
! Ability to innovate
Code Quality
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Systems Must be Managed
A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system. . . . The secret is cooperation between components toward the aim of the organization. – W. Edwards Deming
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Scale to the Program Level
! Common sprint lengths and estimating ! Face-to-face planning cadence for collaboration,
alignment, synchronization, and assessment ! Value description via Features and Benefits
! Self-organizing, self-managing team-of-agile-teams ! Continuous value delivery ! Aligned to a common mission via a single backlog
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Synchronize to Assure Delivery
PSI
Sys 1 Sys 2 Sys 3 Sys 4 Sys 5 Sys 6 Sys 7 Sys 8
Iterate Iterate Iterate Iterate Iterate Iterate
Iterate Iterate Iterate Iterate Iterate Iterate
Iterate Iterate Iterate Iterate Iterate Iterate
PSI
PSI
PSI
Continuous Integration
Continuous Integration
PSI
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Develop on Cadence. Deliver on Demand. Development occurs on a fixed cadence.
The business decides when value is released.
Deliver on Demand
Major Release Customer
Upgrade Customer Preview
Major Release New
Feature
Develop on Cadence
PSI PSI PSI PSI PSI
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Scaling to the Portfolio
“A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system.” – W. Edwards Deming
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Scale to the Portfolio
! Centralized strategy, decentralized execution
! Investment themes provide operating budgets for trains
! Kanban systems provide portfolio visibility and WIP limits
! Objective metrics support governance and kaizen
! Value description via Business and Architectural Epics
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Agile Program Portfolio Management
Supporting lean and agile practices for business results
4. Decentralized, rolling-wave planning
5. Agile estimating and planning
6. Self-managing Agile Release Trains
1. Decentralized decision-making
2. Demand management; continuous value flow
3. Lightweight epic business cases
7. Objective, fact- based measures and milestones
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How would you measure a framework, a method, a process?
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Better Quality is More Fun
ü 44% decrease in post release
defects ü 76%+ decrease in time to
respond to customer request ü “greatest thing Mitchell has
done in my 14 years here”
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More Engaging Work Environments
ü Average delivery cycle time down from 12 month to 3 months
ü 6X increase in delivery frequency
ü 50% cost to deliver reduction ü 95% decrease in product defects ü 100% projects delivered on time
and on budget ü Happy project sponsors ü Happy teams
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Faster Time to Market with Higher Quality
ü Field issue resolution time: down 42%
ü Warranty Expense: down 50% ü Time to production: down 20% ü Time to market: 20% faster ü Employee engagement: Up
9.8%
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Higher Engagement is More Fun
ü Substantially improved communication with peer teams, program stakeholders, and domain and technical experts
ü Teams were able to commit to a realistic plan
ü Better alignment to the key program priorities
ü Teams understand “why are we doing this important work”
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The Management Challenge
It is not enough that management commit themselves to quality and productivity, they must know what it is they must do.
If you can’t change the system who can?
- W. Edwards Deming
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Lean Foundation: Leadership
1. Take an economic view of the full value chain
2. Embrace the Agile Manifesto 3. Develop people, not things 4. Own the system of which they
speak 5. Decentralize control 6. Unlock the intrinsic motivation
of knowledge workers 7. Implement software
development flow. Visualize work. Manage work in process.
8. Build high-performing Agile teams
Respect for People
Product Development
Flow Kaizen
Lean Thinking Manager-Teachers
! Management is trained in lean thinking
! Bases decisions on this long term philosophy
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Conclusion
! The foundation of Lean is leadership
! The foundation of SAFe is you