Adaptive Delivery at Scale With the Scaled Agile Framework (SAFe)

@MartinBurnsSV http://everydaylean.info

Adaptive Delivery At Scale With The Scaled Agile Framework (SAFe)


MartinBurns

Practice Lead: Enterprise Agile Delivery

http://www.group.rbsgrp.net/






















































The Spice Girls Question

What do you want? What do you really really want? ✓Faster delivery ✓Better able to adapt ✓Higher productivity ✓Higher quality ✓Better IT/Business Alignment

✓Better visibility ✓Reduced Risk

Source: VersionOne State of Agile Survey, 2014

In 47% of

environme

nts, the

MAJORITY o

f Agile Del

iveries fail


The Management Challenge

“It is not enough that

management commit

themselves to quality and

productivity, they must know

what it is they must do.”

—W. Edwards Deming


Enterprise Systems Context: Retail Example

Procurement

Supply Chain

Store Inventory

Point of Sale

Marketing

Training

Business Intelligence & Reporting

Staff Communications

Customer Loyalty Card


Is this your reality?


Enterprise Need: Scale UP

Our world has large products

• You cannot produce a retail loyalty card system with 6-‐8 people in one room (in a sane amount of time)

• Multi-‐disciplinary teams have limits, matrix organisations are inevitable and distributed teams are a reality

• So we need multiple teams

• And now we have a co-‐ordination challenge.

…but we cannot have large teams

• Communication pathways grow exponentially with team size: [n*(n-‐1)]/25 members: 10 pathways 10 members: 45 pathways

• Prof Robin Dunbar: there is a cognitive limit to the number of individuals with whom any one person can maintain stable relationships

• Werner Vogels, Amazon CTO:If a project team can eat more than two pizzas, it’s too large.


Established Agile is built for the Small

The map for Agile @ Scale is not well written

• We’re going on the Oregon Trail.

• Most of the comprehensive Agile maps are written by day-‐hikers who reject the very idea of going further.

• We need more than this: we need information from people who have been there before.

We need a better map


The Scaled Agile Framework (SAFe)

The Scaled Agile Framework is a proven map for applying Lean and Agile practices at enterprise scale

Powerful Synchronizes alignment,

collaboration and delivery

Principled Well definedin books

and in guidance Proven Scales

successfully to large numbers

teams


SAFe in a Nutshell: Team Cadence

Demo

Story

Story

Story

Story

Iteration 2 weeks

KanbanScrumban

Scrum

Retrospective


SAFe in a Nutshell: Program Cadence

SystemDemo

Feature

Feature

Feature

Feature

PotentiallyShippableIncrement:4-‐6 Iterations

Team of Teams

Retrospective


Big Room Planning


Big Room Planning


The most visibility I’ve had into what the team are doing in 5 years, since the group was 15 people, and because of that, I have more trust and confidence than I’ve had in 5 years

Big Room Planning


Release Like an AirlineBook in advance Plan for delays Plan for overbooking High cost of missing

Queue, queue, queue


Release Like a Train

Frequent Departures No need to consult a timetable No need to book No worry about missing one Turn up and Go!Plan together; Deliver together


• Driven from Enterprise Strategy

• Kanban System constrains WiP

• Prioritisation by Economic Factors

T14

T13

Portfolio Initiates, Funds & Governs Release Trains

T19

T17

T11

T10

T18

Release 1

Release 2

Release 2.1

Release 2.2

Release 3

Release 4

Release 4.1

T11T10


Public Case Studies

ScaledAgileFramework.com/case-‐studies

Leffingwell et al. © 2014 Scaled Agile, Inc.


Public Case Studies

ScaledAgileFramework.com/case-‐studies


Impressive Results

• Transparency increased on all levels

• Delivery cycle time down from >12 months to 3 months

• Increased predictability (2014 92% successful releases)

• Need for patches decreased

• Fewer defects in main branch

• Good basis for further growth


SAFe Delivers Business Results

TIME TO MARKETENGAGEMENT

QUALITY

PRODUCTIVITY

BUSINESS RESULTS

Increase in employee

engagement

20-50% increase in productivity

30-75% faster time to market

50%+ defect

reduction



The Management Challenge

“It is not enough that

management commit

themselves to quality and

productivity, they must know

what it is they must do.”

—W. Edwards Deming


Kontakta oss

Avega Group i Stockholm Grev Turegatan 11A 114 46 Stockholm Tel. 08-‐407 65 00

Avega Group i Öresund Gustav Adolfs Torg 45 211 39 Malmö Tel. 040-‐10 51 00

Avega Group i VästKungstorget 5 411 17 Göteborg Tel. 031-‐10 75 00

Avega Group i Oslo Filipstads Brygge 1 0250 Oslo Aker Brygge Business Centre, 2nd floor Tlf. +47 21 06 24 10

[email protected]

www.avegagroup.se www.avegagroup.no


Discussion starters

• What is your experience as a customer or sponsor of software development?

• How much does the presentation echo your reality?

• What data do we have to show this?

• Where can we go and see the reality and its problems, and talk to people directly impacted by it to understand the full impact?

• How much do these problems matter to you? To what extent do these situations contribute to your biggest concerns?

• How important are these problems, compared to others you face?

− How quickly do Real Life business conditions change?

− How valuable would flexibility be to you?

− What’s your experience of software development keeping its promises?

• What would better look like?

• How would we know if we’d reached it?

• What obstacles do you think are preventing us right now from getting there?

• What might be one step closer to ‘better’?

• What are the tradeoffs we would need to make (eg long term gains at short term cost)

• How do we make this work for all our stakeholders, as a non-‐zero sum outcome?

• What’s our overall purpose, and how much/in what ways do these things make it harder to achieve that?

• What do you think the key risks are in taking this journey?

• What do you think your team would say in this discussion?