Accelerating Agile Enterprise Adoption with the Scaled Agile Framework (SAFe)
Be Agile. Scale Up. Stay Lean.
Richard Knaster Principal Consultant, Thought Leader Scaled Agile, Inc.
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Keeping Pace
o We’ve had Moore’s Law for hardware and now software is eating the world
o Our development practices haven’t kept pace. Agile shows the greatest promise, but was developed for small, co-located teams
o We need a new approach that harnesses the power of Agile and Lean and applies to the needs of the largest software enterprises
Our development methods must keep pace with an increasingly complex world driven by software
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
We thought we’d be programming like this
©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
But sometimes it feels like this
4
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Management Challenge If you can’t change the system, who can?
“It is not enough that
management commit
themselves to quality and
productivity, they must know
what it is they must do.”
—W. Edwards Deming
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Can Teams fix this problem? Traditional Project model causes delays, friction and lower velocity
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. . .
CC 1 CC 3
CC 2 CC 4
Org
aniz
atio
n
Project Effort Estimate
CC
1 E
ffort
CC
2 E
ffort
CC
3 E
ffort
CC
4 E
ffort
Project
A “project” requires collaboration of cost centers, assignment of people, budget and schedule It takes multiple budgets to build a single project budget
Result: • Slow, complex budgeting process • Leads to utilization-based planning
and execution • Low program throughput • “Move the people to the work.”
Project Cost Estimate $
$ $ $ $
Be Agile
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
A Stark Choice of Approaches
4 444 : Documents Documents Unverified Code Software
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Unlock the Power – The Agile Manifesto
Unlock the power of the individual and the team
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
AgileManifesto.org
That is, while there is value in the items on the right, we value the items on the left more
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Accelerating Value Delivery Early value delivery accumulates and accumulates
Time
Valu
e D
eliv
ery
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Makes Money Faster
TIME
VA
LUE
DE
LIV
ER
Y
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Delivers Better Fit for Purpose
Time
Waterfall result
Agile result Measure of
waterfall customer dissatisfaction
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Reduces Risk R
isk
Agile
Waterfall
Time
Deadline
?
Scale Up
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scaling, You Have a Choice
Blank Slate.
Figure it out and grow it to suit you.
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
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?
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Or Start with a Proven Framework
A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale
®
®
Spikes,Refactors,Other
Epics spanreleases
Features fit in
releases
Stories fit in iterations
Agile Teams
Architecture evolves
continuously
®
ReleaseManagement
IterationsIterations
Pla
n
Team PSIObjectives
Team PSIObj.
Team PSIObj.
Program PSI Objectives
Product Owner
Scrum/AgileMaster
Developers & Testers
ProgramPortfolio
Management
ProductManagement
Vision
HIP
Team
Bac
klog
Team
Bac
klog
Team
Bac
klog
Rele
ase
Plan
ning
Syst
em D
emo
PSI/Rele
ase
Rele
ase
Plan
ning
Rele
ase
Plan
ning
PSI/Rele
aseSystem Team
Copyright © 2008-2013Leffingwell, LLC
Roadmap
Prog
ram
Bac
klog
Lean
EO
EOD
em
o &
Retr
o
ArchitecturalRunway
Agile Release Train delivers solutions
doc
doc
Pla
n HIP
Dem
o &
Retr
o
HIP
HIP
BO
SprintGoals
SprintGoals
Metrics
Deliver on Demand
Develop on Cadence
DevOps
v 2.5
UX RTEArch.
Value
Respect KaizenFlow
Management Support
Business Epics
Architectural EpicsPort
folio
Bac
klog
Kanban
PORTFOLIO VISION
Them
esInv
estm
ent
EA
APM• 4 Backlog Manager
•
••
••
APM• 4 Additional Trend
Reports
System Repository 5 Enhanced
Associations
Platform 3 Contextual
Navigation
1 Notifications
APM• 4 Project Planning
Wizard
System Repository• 5 Automated Test
Results
• Test Suites
Platform• 1 New Editors
• 2 Delegated Admin
• 3 Notifications II
• Management Reporting & Real-time Notifications
• Quality Management
R4 R5 R6
Jan ‘12 March ‘12 May ‘12
n
Backlog Manaager
APM• 4 Additional Trend
R
APM• 4 Project Planning
Wizard
Simple, proven, and secure Enterprise Identity Bridge for inbound and outbound identity management. Enables single sign-on, federated identity management, mobile identity security, API security and social identity integration.
• Integrates with your Enterprise infrastructure• Supports employee, customer, partner and consumer use cases• Fast and flexible deployment
Simple, proven, and secure E
PingFederate
FederateTokenAuthorization
Browsers
DeskTop
Application
Pass
Access Policy Management & Adaptive Federation chains, rules, identity attribute aggregation and token authorization combine your existing authentication methods with user profile data to customize user access scenarios and extend your security policies to the Cloud.
Cloud User Provisioning Automatically create, update and disable user accounts for cloud applications whether you’re synchronizing your directory to a cloud app or you’re a cloud business creating accounts just in time based on incoming assertions.
QCode
Quality
VALU
E ST
REAM
S
EXE
EXE
ScaledAgileFramework.com
Synchronizes alignment,
collaboration and delivery for large numbers teams
CORE VALUES 1. Program Execution 2. Alignment 3. Code Quality 4. Transparency
Every Team Must Be on the Train
Waterfall doesn’t iterate Delay!
Planned release
MRD PRD SRS Dev Drop 1 to QA
Drop 2 to QA
Test drop 1
Test drop 2
Release
Agile Iterates
Iterate Iterate Iterate Iterate Iterate Iterate
Can’t integrate here
PSI
Deferred risk, late integration. Boom.
Cadence Alone is Not Enough
...time spent thinking you are on track……. Integrate and slip!
System PSI
PSI
Iterate Iterate Iterate Iterate Iterate Iterate
Iterate Iterate Iterate Iterate
PSI
Iterate Iterate Iterate Iterate Iterate Iterate
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
©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
SAFe Delivers Business Results
Increase in employee
engagement
20-50% increase in productivity
30-75% faster time to market
50%+ defect
reduction
22
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Case Studies
ScaledAgileFramework.com/case-studies
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean Thinking Provides the Tools We Need
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Goal: Speed, Quality, Value
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
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Goal: Speed, Quality, Value
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
Don Reinertsen
Principles of Product Development Flow
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Nothing Beats an Agile Team
² Teams operate under program vision, system, architecture and user experience guidance
² Empowered, self-organizing, self-managing cross-functional teams
² Valuable, fully-tested software increments every two weeks
² Scrum project management practices and XP-inspired technical practices; value described by Stories
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
That Focuses on Code Quality You can’t scale crappy code
Code Quality Provides o Higher quality products and
services, customer satisfaction
o Predictability and integrity of software development
o Development scalability
o Higher development velocity, system performance and business agility
o Ability to innovate
Agile Architecture
Continuous Integration
Test-First
Refactoring
Pair Work
Collective Ownership
©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
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
Remember there are
two systems at work here!
29
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Program Level (Team of Teams)
² Self-organizing, self-managing team-of-agile-teams ² Continuous value delivery ² Aligned to a common mission via a single backlog
² Common sprint lengths and estimating ² Face-to-face planning cadence for collaboration, alignment,
synchronization, and assessment ² Value Delivery via Features and Benefits
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
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
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
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
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Scale to the Portfolio
² Centralized strategy, decentralized execution
² Investment themes provide operating budgets for trains
² Kanban systems provide portfolio visibility and WIP limits
² Enterprise architecture is a first class citizen
² Objective metrics support governance and kaizen
² Value description via Business and Architectural Epics
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Agile Program Portfolio Management
Fulfills its responsibilities while enabling lean and agile practices for better 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
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
On “Managing” Knowledge Workers
Knowledge workers know more about the work they perform than their bosses.
—Peter Drucker
• Workers themselves are best placed to make decisions about how to perform their work.
• To effectively lead, the workers must be heard and respected.
• Knowledge workers have to manage themselves. They have to have autonomy.
• Continuing innovation has to be part of their work, the task, and the responsibility of knowledge workers.
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Lean Foundation: Leadership
! Management is trained in lean thinking
! Bases decisions on this long term philosophy
1. Take a Systems View
2. Embrace the Agile Manifesto
3. Implement Product Development Flow
4. Unlock the Intrinsic Potential of Knowledge Workers
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Conclusion
The foundation of Lean
is LEADERSHIP
The foundation of SAFe
is YOU
Next Steps
©2008-2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Next Steps
Agile Software Development Series
Alistair Cockburn and Jim Highsmith, Series Editors
Agile Software RequirementsLean Requirements Practices for Teams, Programs, and the Enterprise
Dean LeffingwellForeword by Don Reinertsen
ü Browse the framework ü Read the book
ü Build your expertise with training and certification
ü Accelerate value delivery with your first Agile Release Train
ü Get help from the experts at ScaledAgile.com and ScaledAgilePartners.com
ü Join the community at community.ScaledAgile.com
Become a SAFe Lean Thinking
Manager-Teacher
Launch Agile Release Trains
Leverage the Community
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