enterprise agile at lockheed martin

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  • 1 2015 Lockheed Martin Corporation. All Rights Reserved

    Agile

    Agile is an umbrella term describing a group of methods and practices in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change

  • 2 2015 Lockheed Martin Corporation. All Rights Reserved

    Agile Tribes and practices

    Agile Alliance

    http://image.slidesharecdn.com/agiletribes-subwaymap-130508214914-phpapp01/95/agile-tribes-subway-map-1-638.jpg?cb=1368068375

  • 3 2015 Lockheed Martin Corporation. All Rights Reserved

    Scaled Agile Framework Big Picture

  • 4 2015 Lockheed Martin Corporation. All Rights Reserved

    Agile Manifesto

    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

    While there is value in the items on the right, we value the items on the left more.

  • 5 2015 Lockheed Martin Corporation. All Rights Reserved

    12 Agile Principles

    Our highest priority is

    to satisfy the customer through

    early and continuous delivery of valuable

    software

    Business people and developers must work together daily throughout the project.

    Welcome changing requirements even

    late in development, Agile processes

    harness change for competitive Advantage

    Build projects around motivated

    individuals. Give them the

    environment and support they need,

    and trust them to get the job done

    Deliver working software frequently,

    from a couple of weeks to a couple of

    months, with a preference to the shorter timescale

    The most efficient and effective method

    of conveying information to and

    within a development team is face-to-face

    conversation

    12 Principles of Agile Development

  • 6 2015 Lockheed Martin Corporation. All Rights Reserved

    12 Agile Principles (continued)

    Working software is the primary measure

    of progress

    Simplicity--the art of

    maximizing the amount

    of work not done is essential.

    Agile processes promote sustainable

    development. The sponsors,

    developers, and users should be able to maintain a constant pace

    indefinitely

    The best architectures,

    requirements, and designs

    emerge from self-organizing teams

    Continuous attention to technical excellence

    and good design enhances agility

    At regular intervals, the team reflects on

    how to become more effective, then tunes

    and adjusts its behavior accordingly

    12 Principles of Agile Development

  • 7 2015 Lockheed Martin Corporation. All Rights Reserved

    Agile vs. Waterfall Development Cycle

    System Architecture And Requirements

    Software Architecture

    /Design

    System Integration/

    Test

    RELEASE

    Agile

    Waterfall system knowledge/feedback

    Software Code/ Test

    Agile Features Early Cycles of Development with Feedback

    Dem

    o

    Architecture, Fundamental

    Requirements, and Design

    Foundation

    knowledge

    Sprints Define

    Design/Code

    Integrate

    Test

    Demo Demo

    Sp

    rin

    t Improve

    Plan

  • 8 2015 Lockheed Martin Corporation. All Rights Reserved

    Why Agile

  • 9 2015 Lockheed Martin Corporation. All Rights Reserved

    Why SAFe

    Increase in

    employee

    engagement

    20-50%

    increase in

    productivity

    30-75%

    faster time

    to market

    50%+

    defect

    reduction

    Leffingwell et al. 2014 Scaled Agile, Inc.

  • 10 2015 Lockheed Martin Corporation. All Rights Reserved

    10

    Results seen at Lockheed Martin

    Increased quality

    Ability to respond to change

    Reduced cost by up to 50%

    Reduced schedules by up to 50%

    Reduced defect profiles by 40%

    Higher morale

  • 11 2015 Lockheed Martin Corporation. All Rights Reserved

    Agile Measurement Baseline (PMB)

    Performance Measurement Baseline Measuring project performance against a time phased budget plan for accomplishing all work. Performance is measured against scope, schedule, and cost plans.

    11

    Agile Programs need an integrated PMB to be successful

  • 12 2015 Lockheed Martin Corporation. All Rights Reserved

    The PMB is actually 3 baselines C

    ost

    Sc

    he

    du

    le

    Tech

    nic

    al

    Analysis Scope Develop Technical

    Logic

    WBS

    Develop Technical Baseline

    Approve PMB

    Cost Estimate

    Resource Requirement

    Resource Load

    Schedule

    Identify Funding

    Constraint

    Sequence Activities

    Define Activities

    Estimate Time

    Durations

    Identify Milestones

    Complete Schedule

    Complete Milestones

    12

  • 13 2015 Lockheed Martin Corporation. All Rights Reserved

    Analysis

    Identify the Requirements

    Waterfall Agile

    System Design A Spec Epic

    Component Design B-Spec Sub Epic

    Software/ Interface Requirements

    Features

    Detail Requirements User Stories

    Product Backlog

    Requirements Repository

    13

    Although we use different terminology we are still gathering and analyzing requirements

  • 14 2015 Lockheed Martin Corporation. All Rights Reserved

    Scope

    Based on the analysis of the requirements define the scope of the work. For Agile we place requirements in the form of user stories in a Product backlog.

    Requirements

    1. System Shall 2. System Should

    Product Backlog

    Description Acceptance Criteria Deliverables Constraints

    14

    Link your requirements to the product backlog which is where the scope of work is defined.

  • 15 2015 Lockheed Martin Corporation. All Rights Reserved

    Work Breakdown Structure (WBS)

    RELEASE CENTRIC The customer views the product in terms of release. An example of this might be a large

    satellite ground system where the releases are based around major system events such as

    launch support, initial calibration, initial operations, and full system operations.

    CAPABILITY CENTRIC The customer views the product in terms of a set of discrete capabilities, where the releases are primarily viewed as time boxes for the ongoing and sustained delivery of Features. The release

    content may change greatly over time based upon changing priorities

    Agile programs utilize a release or capability centric work break down structure that focus on business outcomes as opposed to functional based work break down structures, that place the emphasis on inputs such as software, systems, test, etc..

    15

  • 16 2015 Lockheed Martin Corporation. All Rights Reserved

    Define Activities

    Define Activities for backlog, start with Epics and Feature groups and iteratively decompose into features and user stories

    16

    Epics

    Feat

    ure

    Gro

    up

    s (T

    hre

    ads)

    Cross cutting system capabilities, persistent through life-cycle

    Bu

    sin

    ess

    pro

    cess

    ou

    tco

    mes

    , m

    issi

    on

    sce

    nar

    ios

    Feature

    User Stories

  • 17 2015 Lockheed Martin Corporation. All Rights Reserved

    Occurs at the beginning of a Sprint

    Required daily administrative activities of each team member

    Prior to beginning of each Release Release Planning

    Release Roadmap Updated Release Backlog Complete

    Sprint Planning

    Daily Planning

    Daily Scrum Re-estimation of task hours

    Reorder Release Backlog if needed Sprint Goal Sprint Backlog Complete

    Program Vision Initial Product Backlog Complete Release Roadmap developed

    Program/Product Planning Prior to beginning of Project

    17

    Four levels of Planning

    Sprint Planning is not enough, Agile has 4 levels of planning

  • 18 2015 Lockheed Martin Corporation. All Rights Reserved

    VersionOne

  • 19 2015 Lockheed Martin Corporation. All Rights Reserved

    Hierarchy

    Epic May span multiple releases, large capability

    Feature Completed within Release, business process based

    User Story Completed within Sprint

    Tasks 2 to 8 hours

    Epic Epic

    Feature Feature Feature Feature

    User Story

    User Story

    User Story

    User Story

    User Story

    User Story

    User Story

    User Story

    Task Task Task Task Task Task Task Task Task Task Task Task Task Task Task Task Dec

    om

    po

    siti

    on

    19

    Agile breaks work down into inch stones, above is the hierarchy

  • 20 2015 Lockheed Martin Corporation. All Rights Reserved

    The product owner plans the product in layers

    Product

    or Program

    Backlog

    What business / technical objectives will be fulfilled?

    ( Business &

    Architectural

    Epics)

    Release

    Backlog

    Incremental value (portions

    of

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