#ibminterconnect - dcb-3094 scaling agile - launching an agile release train using rational team...

2015 IBM Corporation

DCB-3094 Scaling AgileLaunching a SAFe Agile Release Train using Rational Team Concert Lesson Learned

Reedy Feggins, PMPWW Solution Architect, SAFe SPC, CSMDevOps Continuous Delivery SME

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What is Scaled Agile Framework (SAFe)

What is SAFe?

A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale

http://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 Execution2. Alignment3. Code Quality4. Transparency

4Leffingwell et al. 2014 Scaled Agile, Inc.

Framework Creator: Dean Leffingwell

Founder and CEOProQuo, Inc., Internet identitySenior VPRational SoftwareResponsible for Rational Unified Process (RUP) & Promulgation of UMLFounder/CEO Requisite, Inc. Makers of RequisiteProFounder/CEO RELA, Inc. Colorado MEDtech

Founder and CEOProQuo, Inc., Internet identitySenior VPRational SoftwareResponsible for Rational Unified Process (RUP) & Promulgation of UMLFounder/CEO Requisite, Inc. Makers of RequisiteProFounder/CEO RELA, Inc. Colorado MEDtech

5Leffingwell et al. 2014 Scaled Agile, Inc.

Portfolio

Strategic Themes

Connects enterprise business strategy to Portfolio Vision Influence ART budgets, Program Backlogs and Epics

Strategic Themes

Connects enterprise business strategy to Portfolio Vision Influence ART budgets, Program Backlogs and Epics

Budgets Explains why we fund ARTs Go Beyond Project Cost

Accounting

Budgets Explains why we fund ARTs Go Beyond Project Cost

Accounting

Kanban system

Used to clarify the flow and eliminate the overloaded backlog state that often can occur

Kanban system

Used to clarify the flow and eliminate the overloaded backlog state that often can occur

Business Epic Kanban System

SPC Product Management Design Architects Development

Leffingwell et al. 2014 Scaled Agile, Inc.

Value Streams

Value Streams are the primary elements of Portfolio Vision Multiple Agile Release Trains (ARTs) can make up a Value Stream Portfolio Epics are typically cross-cutting ARTs Agile Release Trains are directly funded by Budgets Portfolio Epics flow left to right through the Kanban system to the

portfolio backlog, and then into implementation

Value Streams

Value Streams are the primary elements of Portfolio Vision Multiple Agile Release Trains (ARTs) can make up a Value Stream Portfolio Epics are typically cross-cutting ARTs Agile Release Trains are directly funded by Budgets Portfolio Epics flow left to right through the Kanban system to the

portfolio backlog, and then into implementation

Portfolio Backlog NFRs NFRs may span across multiple

Value Streams and Release Trains Example: PCI Compliance

Portfolio Backlog NFRs NFRs may span across multiple

Value Streams and Release Trains Example: PCI Compliance

Coordination Required for Value Streams with multiple ARTs Often done at the Value Stream level Many large organization must bundle systems and

therefore cannot be evaluated at the Train level

Coordination Required for Value Streams with multiple ARTs Often done at the Value Stream level Many large organization must bundle systems and

therefore cannot be evaluated at the Train level

Lean-Agile Leaders

Principles of Lean-Agile Leadership Role of Software Development Manager

described

Lean-Agile Leaders

Principles of Lean-Agile Leadership Role of Software Development Manager

described

Metrics Split between Portfolio and ART New Portfolio Metrics for tracking

Epics ART metrics contain Program and

Team

Metrics Split between Portfolio and ART New Portfolio Metrics for tracking

Epics ART metrics contain Program and

Team

Program and Team

Agile Release Train (ART)

Program / Team Level The Agile Release Train (ART) is a single layer allowing the agile program

and agile teams to work together The Program Increment (PI) is used to deliver value The release object fully decouples Development from Release

Program / Team Level The Agile Release Train (ART) is a single layer allowing the agile program

and agile teams to work together The Program Increment (PI) is used to deliver value The release object fully decouples Development from Release

Program Epics Some Epics originate locally Must be big enough to require

approval for spend

Program Epics Some Epics originate locally Must be big enough to require

approval for spend

Release Object Teams build Working Software System Increment allows us to measure

progress of the ART Releasable solution may require

additional work and artifacts

Release Object Teams build Working Software System Increment allows us to measure

progress of the ART Releasable solution may require

additional work and artifacts

IP SprintValidation (was Hardening) activities are moved to the new Release ObjectIf decoupled from Releases, IP sprints provide more time for sharpening the toolsIf not, Validation can still happen there

IP SprintValidation (was Hardening) activities are moved to the new Release ObjectIf decoupled from Releases, IP sprints provide more time for sharpening the toolsIf not, Validation can still happen there

Code Quality Agile Architecture Continuous Integration at the system level Test-First starts introduces the four quadrant Agile testing matrix

Code Quality Agile Architecture Continuous Integration at the system level Test-First starts introduces the four quadrant Agile testing matrix

How IBM Support SAFe

25

How IBM support SAFe? IBM supports organizations looking to scale agile & lean principles to the enterprise by providing out of the box capabilities to establish a SAFe-

based environment, with fit-for-purpose dashboards and reports, to drive a project from vision to production at the team, program and portfolio levels

in hybrid cloud and heterogeneous environments

25

http://scaledagileframework.comLeffingwell et al. 2014 Scaled Agile, Inc.

26

How does IBM support SAFe?

26

Process templates to simplify project configuration aligned with SAFe concepts, vocabulary and best practices

Reports and dashboards aligned with SAFe guidance for providing insight into measured improvements

Process mentoring at the click of a button to keep teams on track

Integrations that supports agile teams working in hybrid cloud or third-party tooling environments

Support for both agile and traditional IT as well as large regulated IT and systems environments


27

IBM DevOps built on SAFe

27

SAFeMarket-leading process framework for scaling lean and across the

enterprise,

IBM DevOps Framework & ToolingSupports the continuous delivery model through an open-standards-based

tooling platform

Steer Dev & Test Deploy Operate

Apply Lean & Agile Principles across the end-to-end DevOps lifecycle

28

IBMs SAFe Support - RTC instances for SAFe Portfolio, Programs and Teams

Program (RTC Project Area)

Rational Team Concert*

Programs (RTC Project Areas)


Portfolio and Program: Use Rational Team Concert, (or Rational CLM) solution to address the needs for high quality and regulatory compliance

Rational Team Concert*Rational Team Concert*

Agile Release Train (RTC Project Areas)

29

Lesson Learned1

30

Establish SAFe environment

Plan the Release

Deliver the first Program Increment

JKE (Portfolio)

JKE Personal Banking (Program)

Mainframe, Mobile (Teams)

Use RTC to help Establish a SAFe Environment

30

Product Manager

Program Manager

Portfolio Backlog

Product Owner

Mobile Team using RTC to manage product development

dependencies

Scrum Master

Scrum Master

Mainframe Team using RTC to manage product development

31

Organize Portfolio and Programs Epics using RTC instances

Portfolio and Program: Use combination of Rational Doors Next Generation and Rational Team Concert to address the needs at this level

Agile Release Train: Use Rational Team Concert (single or multiple project areas) to address the needs for high quality and regulatory compliance

32

Organize Portfolio and Programs Epics into a multiple RTC instances


SAFe enabled Rational Team Concert

Programs (RTC Project Areas)



Program Coordination using a singe RTC Project area

Portfolio

Doors Next Generation (DNG)

Each ART uses a separate RTC Project AreaEach ART uses a separate RTC Project Area

33

Smaller Organizations can start with a single RTC and Team Areas


SAFe enabled Rational Team Concert

Singe RTC Project Area with multiple Team Areas. One for each Agile Release Train

Portfolio

Doors Next Generation (DNG)

Team Area 1

Team Area 2

Team Area N

Singe RTC Project Area with multiple Team Areas. One for each Agile Release Train

34

Lesson Learned2

Right Size the ART

Product Management team is responsible for managing the Vision, Roadmap, and the Program Backlog

SAFe provides a solid structure for implementing broad program initiatives while maximizing flow for the majority of product development happening locally

Organization that operate at scale must have an Enterprise Architect to drive technology direction across all programs / ARTs.


Effective Agile Release Trains typically consist of 50 - 125 people

Dunbars number a suggested cognitive limit to the number of people with whom one can maintain stable social relationships

Empirical evidence. Beyond 125, logistics and inter-team dependencies are more difficult. Alignment is harder to achieve.

Queue size and WIP. Larger numbers of teams create more dependencies (per team), longer delay queues, and more work in process


How big will your ARTs eventually become

How big will your ARTs eventually become

Fast customer feedbackFixed, reliable cadence

Program Epics and Features are used to implement the

Driven by Vision and RoadmapLean, economic prioritizationFrequent, quality deliveries

39

Lesson Learned3

Team (Product) ExecutionResponsible for Product content Independent, Self-Governing

Program Planning Responsible for Program

content required to execute vision

Business Release Train EngineerEnsures value is delivered to

the business and to customers

Portfolio Planning (SPC)Responsible for defining vision

and what gets built The BankEstablishes initial Business

Release content

Release Planning must be both top-down and bottom-up

In charge of technical decisions

Strategic Themes Influence the Portfolio Vision

Strategic Themes are the primary inputs into the Portfolio vision and serve as an economic decision making framework for the portfolio,

List of active Strategic Streams

DNG provides ability to quickly see details for any of the Strategic Streams, including Status

Create Business Needs

Use Kanban and WIP limits to help evaluate Business Needs

Identify initial set of Strategic Themes

Its often easier to first capture and organize Business Needs and later reverse engineer the Strategic Themes

Strategic Theme Example from DNG

The Value Stream must be clearly defined

Ensure the PPM defines a minimal number of value streams

Ensure the PPM defines a minimal number of value streams

All SAFe Portfolio Epic Value Statements

Portfolio Epic Value Statements

Each Portfolio Epic must have a Value Statement

We use Rational Doors Next Generation (DNG) to support some of the Portfolio level constructs

SAFe Portfolio level

SAFe Recommended Views All Features All Lifecycle Scenarios All Lifecycle Scenarios in Playback or Under Review All SAFe Portfolio Epic Value Statements All SAFe Strategic Themes All SAFe Value Streams All Stakeholder Requests All Supplementary Requirements All Terms PLE Act -> Scene -> Feature Satisfying Stakeholder Requests (Traceability

Tree) Scene Implementation Traceability

We use Rational Doors Next Generation to support the Portfolio level constructs

50

Lesson Learned4

Lesson 3 Coordinate Reqts & Planning at Multiple Levels

(Portfolio & Program Levels)

Product A Story 1

Product B Story 156

Product C Task 132

Product A Task 287

Product A Task 343

Product D Story 142

Product A Story 463

Product B Story 201

Product B Story 300

Product C Story 332

Product D Story 245

Business

Tactic

Portfolio

Epic 2

Portfolio

Epic 1

Story

Story

Feature 1

Feature 5

Feature 4

Feature 3

Story

Products (Team Level)

Feature 2

tracks

tracks

tracks

tracks

tracks

child

child

child

child

child

child

51

Doors Next Generation Artifacts

RTC (IBM Solution for Scaled Agile Framework)

RTC (Agile Release Train)

Program

Epic 101

Program

Epic 102

Program

Epic 231

Program

Epic 443

Guidelines for Epics, Feature and Stories

Description Responsibility Sizing Testable

Portfolio Epic

Strategic Product

BIG, hairy, audacious,

initiatives providing competitive advantage

Epic Owner

PPM Team

Span strategic planning

1218+ months.

Not sized, controlled by % investment

No

Program Epic

Bold, Impactful,

marketable

differentiators

Program / product mgmt (PPM)

Business owners

Often require 612 months to be delivered

Sized for planning purposes

Maybe

Feature Short, descriptive, value delivery and benefit oriented statement.

Customer and marketing understandable

Product manager

Product owner

Sized to fit with in an internal

release

Often divided into stories

(Points)

Yes

Story Atomic. Sized for team and

detailed user understanding

Product Owner

and Team.

Fits in a single iteration.

(story points.)

Yes

http://scalingsoftwareagility.files.wordpress.com/2007/03/a-lean-and-scalable-requirements-information-model-for-agile-enterprises-pdf.pdf

SAFe builds on existing Agile team practices in order to scale:

Backlogs, Release and Sprint Planning Test Automation Deployment Automation

SAFe builds on existing Agile team practices in order to scale:

Backlogs, Release and Sprint Planning Test Automation Deployment Automation

Portfolio Kanban

Use RTC Kanban capabilites to identify approved Business and Architecture Epics for upcoming release planning

Establishing a Cadence for the ARTs

Prior to kicking off the ART, the program calendar should be set for the next year

RTC allows each ARTsto define a multi-year program calendar

RTC allows teams to define plans and tasks to manage both

Program Level Calendar Release Planning Meetings PSI Demos Inspect & Adapt Workshops

Team Level Calendar Sprint Planning Meetings Sprint Demos Sprint Retrospectives

Roadmap Organized by Product (value stream)

Planning Features, Drilldown for Details

Dashboards Communicate status At-a-Glance

Program Epics and Features are used to implement the

Driven by Vision and RoadmapLean, economic prioritizationFrequent, quality deliveries

Multi-Release Planning

59

Lesson Learned5

Use RTC to help prepare for Release Planning Meeting

Input: Business and technology vision, milestones, and top ten featuresOutput: PSI Objectives and Program Board


Prepare SAFe Portfolio Content

In preparation for release planning, leadership creates a series of briefings to set context

Executive Briefing State of the business and upcoming objectives

Product Vision Briefing(s)Vision and top 10 features

Architectural Vision BriefingVision for architecture, new architectural epics, common frameworks, etc.

Development Context Changesto standard practices, new tools and techniques,

Planning: the Cadence for the ART

Prior to kicking off the ART, the calendars should be set







Summary

1. Establish a SAFe environment using RTC Right size the ART Release Planning must be both top-down and

bottom-up. Coordinate team activities across multiple levels Use RTC to help prepare for

conducting an effective Release Planning

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