Agile at enterprice level
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Transcript of Agile at enterprice level
Agile at the enterprise level
01/10/2014
Jan De Baere
20+ years in IT 10+ years into Agile5+ years Agile @ scaleChair Agile Consortium Belgium
3
INTRO
Project:
Build 1 long lasting
stable (stand alone) application
In the good old days
In the good old days
Projects in the old days:
Build 1long lasting
stable application
Projects today:
Create/update a complex
dynamic service
?
IT centric Business/user centric
AgileManifesto
2001
SnowbirdExtreme Programming
SCRUM
DSDMAdaptive Software Development
Crystal
Feature-Driven Development
Pragmatic Programming
Global vision
When is Agile useful?
Solution/technology
Requir
em
ents
11
ProcessPostIT’s…
ValuesPrinciplesAttitude
12
SCALING
Development
Classical
Agile
XP
Scrum
Testing
Requirements
DevOps
Scaling
19
SAFE
Portfolio
Program
Team
ScaledAgileFramework
ScaledAgileFrameworke
SAFe is a template, for a large scale software development organisation,that exhibits agility.
SAFe Overview
TeamProgra
mPortfolio
SAFe Overview
TeamProgra
mPortfolio
Scrum master
Product owner
Scrum master
SAFe Overview
TeamProgra
mPortfolio
Product manager
Product manager
Product manager
Product manager
Release train engineer
Product manager
Release train engineerProduct manager
SAFe Overview
TeamProgra
mPortfolio
Program Portfolio manager
Program Portfolio manager
Program Portfolio manager
Program Portfolio manager
Enterprise architect
Epic owner
EA EO
EA EO
EA EO
SAFe Overview
TeamProgra
mPortfolio
62
SOME SAFE ELEMENS
Portfolio
Program
Team
There is more value createdwith overall alignmentthan with local excellence. >> Don. Reinertsen, The Principles of Product Development Flow <<
Epic layer
Feature layer
Story layer
Feature Planning Meeting
• Context• Roadmap• Architecture
ITCPM FO
EA
IT Integrator
71
72
73
Fast feedback optimizes payoff. Tackle highest risk first
Portfolio
Program
Team
System Demo
System Demo
System Team
Constrain WIP to control cycle time and flow. >> Don. Reinertsen, The Principles of Product Development Flow <<
Constrain WIP to control cycle time and flow. >> Don. Reinertsen, The Principles of Product Development Flow <<
WIP = Work In Progress
Portfolio
Program
Team
Epic Kanban
Kanban properties
1. Visualize workflow2. Limit work-in-progress3. Measure and manage flow4. Make process policies explicit5. Use models to recognize improvement
opportunities
1. Visualize workflow
1. Visualize workflow
E
F
G
H
A
B
C
D
1. Visualize workflow
E
F
G
H
A
B
C
D
1. Visualize workflow
2. Limit work-in-progress
E
F
G
H
A
B
C
D
22
1
2. Limit work-in-progress
2. Limit work-in-progress
E
F
G
H
ABCD
22
1
J
I
K
L
M
2. Limit work-in-progress
E
F
G
H
ABC
D
22
1
J
I
K
L
M
3. Measure and manage flow
C
D
A
B
A
4. Make process policies explicit
C
D
B
A
4. Make process policies explicit
C
D
B
AA
5. Use models to improve
22
1
C
D
B
A
32
Kanban
C
D
B
A
22
1
WeightedShortestJobFirst
If you only quantify one thing, quantify the cost of delay. >> Don. Reinertsen, The Principles of Product Development Flow <<
Epic layer
Feature layer
Story layer
Job Sequencing
ROI =ValueCost
ROI =ValueCost
Cost of
Del
ay
Equal Cost of Delay
A: B:$$, 1 day $$, 3 days
C:$$, 10 days
Equal Duration
A:$$$, 3 days B:$$, 3 days
C:$, 3 days
WSJF =Cost of Delay
Duration
ROI =ValueCost
WSJF =
User/Business Value + Time Criticality + RR/OE ValueJob Size
Cost of Delay
Duration
=
ROI =ValueCost
112
Conslusion
Overall alignment Cost of delay
Constrain WIP Fast feedback
WSJF =Cost of Delay
Duration
System Team
ADENDUM
The case against scaling
From EGO to ECO
Visibility
Visibility
Visibility
Silo’s
Collaboration