Damon poole, Intro to Continuous Delivery

© 2012 Eliassen Group. All Rights Reserved -‐1-‐

Intro to Con=nuous Delivery

Mass TLC February 13th, 2013


Damon Poole •  Chief Agilist, Eliassen Group’s Agile Prac=ce

–  Coaching: Transforma=on and Tune-‐ups –  Training

•  20 years of process change: small co-‐located teams to mul=-‐hundred team global enterprises

•  Founder and past CTO and CEO of AccuRev •  Creator of mul=ple Jolt-‐award winning products •  Past President of Agile New England •  Author of “DIY Agile Kickstart” •  Consulted with Ford IT, Orbitz, Fidelity, Capital One,

ING Direct, and many others •  Taught Agile techniques to thousands of people


What does it take to get a hoYix/patch to your customer?


Cycle Time, aka, Measuring Delay


The Cost of Delay

You decide to do it

The user can use it

Delivery Delay

“Market” emerges

No more value


The Cost of Delay


Cycle Time

2 4 6 1 3 5 7

Development Integra=on and

tes=ng Prepara=on

9 11 13 8 10 12 14 15 17 16 18

months


A Typical Risk Mitigation Strategy That Can Increase Risk

•  A Project is Priori=zed ader gathering requirements and doing es=ma=on for mul=ple projects.

•  This usually takes 3, 6, or more months. •  Requirement gathering and scoping for

mul=ple projects takes =me away from working on funded projects.


Cycle Time

2 4 6 1 3 5 7

Development Integrate, test,

& release Prepara=on

9 11 13 8 10 12 14 15 17 16 18

Proposing

Funding (picking)

months

18 month cycle =me

Doing


Cycle Time

2 4 6 1 3 5 7

months

9 11 13 8 10 12 14 15 17 16 18


Cycle Time

2 4 6 1 3 5 7

1 month itera=ons

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Prep

Do

Ship

Pick Pick Pick Pick Pick Pick


Cycle Time

2 4 6 1 3 5 7

1 month itera=ons

Prep

Do

Ship

3 month cycle =me

Pick


Value Payload

Load

Deliver

Cycle Time

Value Delivery Capacity = Value Payload / Cycle Time


Value Delivery Vehicles

Load

Deliver

Cycle Time


Value Delivery Vehicles

Load

Deliver


Moving From FUNCTIONAL EFFICIENCY

to VALUE DELIVERY EFFICIENCY


Misaligned, Func=onal Goals

Func=onal Goals

✔ ✔ ✔ ✔ ✔ ✔

Project A Project B

Late, missing scope

Not as relevant as hoped


Your Team for the World Series Project


Organize around Business Value Delivery

Line of Business A

Line of Business B

✔ ✔


Kanban on deck

coding tes=ng qccept

1) Work is managed visually

2) Limited work in progress

3) Flow is pull-‐based

backlog done

Admin wants a report of site-‐wide ac2vity

5

Bob

Seller wants to remove an ad

5

Traveller wants to e-‐mail a hotel booking

2

Traveller wants to e-‐mail a car booking

2

Traveller wants to e-‐mail an airline booking

2

Traveller wants to link to on-‐line check-‐in

2

Traveller wants to link to cancel a booking

2

Hotel owner wants to check usage data

2

Airline wants to check usage data

2

Traveller wants to register with the system

3

Sue

Traveller wants to see their upcoming trips

2

Tom

Traveller wants to copy a booking

2

Bob

Traveller wants to edit a booking

2

Tom

Traveller wants to delete a booking

1

Sue

Traveller wants to enter a booking

3

Bob

Rental agency wants to check usage data

2

Seller wants to show an ad

5

Sue


Kanban in Ac=on

Customers / Market

Product Mgmt

$


Con=nuous

EVERYTHING

Integra=on


Dev

Design/Code

Test/Debug Automatable

Crea=ve

Test Execu=on

Release Data Gathering

Test Deploy Product Mgmt

Business Planning

Test Design

Releng


Automatable

Crea=ve

Build/Test Release Data Gathering

Team


Tool Support

•  Web-‐based Idea=on tools •  Agile-‐friendly SCM •  Build

– Con=nuous Integra=on – DevOps savvy build/deploy management

•  Agile Project Management •  Test automa=on


Enterprise Agile

ARCHITECTURE

AGILE OFFICE

I3 I2 I1

RELEASE TEAM / OPS

EPICS

LOB LEADERS LOB CUSTOMERS

MAN

AGEM

ENT

ESCALATION


Recommended Books

Documents

Damon poole, Intro to Continuous Delivery