Data Inspired Delivery – Scaled Agile using DAD · 2016. 10. 14. · Adopting a DevOps Culture • Tooling driving automation • GIT/STASH integration • Oozie/Jenkins integration

Data Inspired Delivery – Scaled Agile using DAD

CATHERINE SWEENEY

TECHNOLOGY LEADER

6TH OCTOBER 2016

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What We Created

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GREAT IDEA COOL TECH THE TECHIES AGILE

Innovative M-DaaS Products

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What We Faced

THE NEED TO RAPIDLY SCALE THE NEED TO ADDRESS ENTERPRISE CONCERNS

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Risk-Value MVP

Self Organising, Goal Driven Teams

Enterprise Aware Collaboration

Delivery Inspect & Adapt

How to stay in the same

boat?

How to steer in the same direction?

How to get there fast yet

safe?

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We Chose DAD

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What is DAD?

h"p://www.disciplinedagiledelivery.com/dad-over-safe/

•  A process decision framework, not a methodology. DA 2.0

•  A hybrid of leading agile and lean methods with guidance on how to make better strategic choices

•  “pragmatic agile“, giving you the flexibility to adapt your approach for your unique context.

•  Can be equally effective on one small team as it is for agile at scale.

•  Developed 2009-2012 IBM Rational – Scott Ambler, Mark Lines

•  Supports four lifecycles for •  Agile/Scrum •  Lean •  Continuous Delivery •  Exploratory/Lean Startup.

h"p://www.DisciplinedAgileConsor<um.org

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Why DAD?

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DAD - The How?

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DAD – The Who? •  Team Lead

•  Agile process expert, keeps team focused on achievement of goals, removes impediments

•  Product Owner •  Owns the product vision, scope and priorities of the

solution •  Architecture Owner

•  Owns the architecture decisions and technical priorities, mitigates key technical risks

•  Team Member •  Cross-functional team members that deliver the

solution •  Stakeholder

•  Includes the customer but also other stakeholders such as Project Sponsor, DevOps, architecture, database groups, governance bodies.

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DAD Pragmatic Agile Supporting Business Strategy

Risk-Value MVP

Self Organising, Goal Driven

Teams

Delivery Inspect and Adapt


DATA-INSPIRED CONCEPT TO CUSTOMER

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DAD – Identifying Risk-value MVP Risk-Value

MVP

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Funnelling ideas Risk-Value MVP

Product Owner requirements refinement

High Level Requirements (HLR)

High Level Estimates (HLE) High Level Design (HLD)

Program Backlog Prioritisation Product to prioiritise based on estimate

Release Planning

Architectural Panel

DaaS Requests

Work Intake process

Teams Backlog(s)

Identify Risks

Risk-Value MVP

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Risk-Value MVP PRODUCT

BACKLOGS

PROGRAM BACKLOG

TEAM BACKLOGS

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Release Planning - Be Flexible Sprint 28 Sprint 29 Sprint 30 Sprint 31 Sprint 32 Sprint 33 Sprint 34 Sprint 35

25-Mar 15-Apr 6-May 27-May 17-Jun 8-Jul 29-Jul 19-Aug

16-May 30-Jun 30-Aug 4-Apr

Sprint 36 Sprint 37

9-Sep 30-Sep

14 Oct

Jira Release Dashboard

Risk-Value MVP

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Program Release And Risk/Issue Boards Risk-Value MVP

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Risk, Value MVP

Self organising, Goal driven

teams




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Team Roles Self Organising Goal Driven

Teams

•  Team Lead •  Agile process expert, keeps team focused on

achievement of goals, removes impediments •  Product Owner

•  Owns the product vision, scope and priorities of the solution

•  Architecture Owner •  Owns the architecture decisions and technical

priorities, mitigates key technical risks •  Team Member

•  Cross-functional team members that deliver the solution

•  Stakeholder •  Includes the customer but also other stakeholders

such as Project Sponsor, DevOps, architecture, database groups, governance bodies.

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DAD – Self-Organising Teams, Goal Driven Self Organising Goal Driven

Teams

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Goal Driven Planning 1.  Backlog pre-planning, risk-value driven prioritisation in advance

2.  Identify sprint goals (risk-value MVP) – fail fast, succeed early

3.  Capacity Planning – regular cadence

4.  Story point estimation – different approaches – would like to evolve

5.  Approach to breakdown stories from epics (epic feature, story min work component)

6.  Task decomposition – low is good

7.  Getting the right Definition of Ready (DoR), Definition of Done (DoD)

8.  All into Jira

9.  Program governance as a guide

Self Organising Goal Driven

Teams

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Tackling Definition of Done


Teams

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Effective Daily standups

•  Stand at Jira board

•  Collaboration area

•  Simple swim lanes – To Do, WIP, Done, Blocked

•  All must update Jira, task breakdown, time

•  Commitments to peers, transparency

•  Flag blockers

•  Keep to 15 mins


Teams

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Role of Product Owner

At times BA as Proxy Product Owner


Teams

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Risk-Value MVP Self Organising,

Goal Driven

Teams




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DAD –Collaborating To Deliver Enterprise Aware

Collaboration

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Enterprise Aware Scrum of Scrums •  Leads and anyone else needed to deliver the

Scrum of Scrums collaborative Definition of Done

•  Communicate impediments, progress, and any cross team coordination that needs to happen

•  Push side discussions to meet-afters

•  Co-ordination is key – e.g. architectural oversight, code conflicts, release planning, integration testing, consumption plans

•  Keep to 15 mins


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Adopting a DevOps Culture

•  Tooling driving automation

•  GIT/STASH integration

•  Oozie/Jenkins integration CI/CD build

•  Unit testing, Code review, Code coverage

•  QA/UAT test suites/automation

•  TDD, Defensor

•  Jira tags – source, component team

•  Confluence wiki story docs and tech docs

•  Risk Jira plug-in

•  QA bugs fully integrated in Jira and linked to source Jira stories


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Program Demo Collaboration •  Demo new features

•  2 hour prep max – important team wide collaboration session

•  Come on down… now’s your chance to input

•  Action all feedback – into backlogs, new epics, stories

•  Share the glory

•  Call out success

•  All participate

•  Actuals and Screen shots

•  Make it fun J


CELEBRATE

SUCCESS

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PR#28.6,26thApronly PR#28.6:3,847,049 14:45:28 16:33:08

ReseedofMergedBENELUXLiveKeep BENELUXLiveKeep:378,805 14:42:47 55:46:46

PR#28.7,27th-30thApr PR#28.7:6,290,053 15:54:54 18:04:17

PR#28.8,1st-2ndMay PR#28.8:5,319,899 14:49:31 16:41:34

PR#28.9,3rdMay PR#28.9:5,620,000 14:58:32 16:57:57

PR#28.10,4thMay PR#28.10:3,795,742 15:29:14 16:27:09Upgrade,CDH5.3to5.5

PR#28.11,5thMay PR#28.11:4,193,498 15:31:08 18:01:02

PR#28.12,6th-10thMay PR#28.12:13,013,264 16:50:41 20:37:22

PR#28.13,11thMay PR#28.13:3,178,237 15:12:59 17:39:27

PR#28.14,12th-13thMay PR#28.14:3,830,612 15:48:34 16:51:45

PR#28.15,14th-17thMay PR#28.15:12,232,928 16:28:17 19:01:19

PR#28.16,18th-22ndMay PR#28.16:6,876,665 19:10:16 21:22:44

JuneSurgicalReseed SurgReseed:34,365,590 28:23:39 30:21:42SwitchovertoOozieOozie10thJunerun Oozie_1st:39,313,621CU:92 16:17:48 19:22:57

Oozie13thJunerun Oozie_3rd:258,643CU:94 14:19:13 15:58:37

Oozie14thJunerun Oozie_4th:68,221CU:95 14:50:23 16:45:12

Oozie15thJunerun Oozie_5th:4,859,078CU:96 13:01:14 13:25:02



Oozie22ndJunerun Oozie_8:4,024,245CU:99 14:38:00 16:09:53

Oozie27thJunerun Oozie_9:13,172,931CU:100 15:48:17 16:59:06

Oozie28thJunerun Oozie_10:123,919CU:101 16:46:05 19:29:44

Oozie29th-30thJunerun Oozie_11:7,559,758CU:102 15:16:00 15:54:07Switchoverto1.10Track

Oozie5thJulyrun Oozie_12:11,654,704CU:103 4:11:54 5:48:29



CombinedHadoopExecTimeKey:

RunTime,DUNSCountPrimeData

TotalHadoopExecTime

Fromthispoint"PrimeDataTotalHadoopExecTime"nolongerincludesPeriodicLoadtimes

Atthispoint,wemigratedHDFSPENDsedimentto3HBASEtables(BQ,Derived,Aggregate)

DEVOPS End Of Week Job Execution Report

Program Demo - Promoting Enterprise Aware Collaboration

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We love superman but we rather peaceful collaboration

“No Heroics. If you need a hero to get things

done, you have a problem. Heroic effort should be viewed as a failure of planning.”

Jeff Sutherland, Scrum: The Art of Doing Twice the

Work in Half the Time


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1.  Forward looking Work Intake

2.  Agile meets in person

3.  Think of the whole

4.  Encourage conversation

5.  No question a bad question!

6.  Look for ways to improve


Guidelines To Team Members To Foster Collaboration

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Value-Driven MVP

Self Organising

Goal Driven Teams




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DAD – Feedback Loops Delivery

Inspect & Adapt

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What is propelling us forward (sail/wind)? 1.  Process Improvements

2.  Delivery

3.  Environments

4.  Planning improvements

5.  Communication

6.  Collaboration & Support

Program Retrospective feedback Delivery Inspect & Adapt

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Program Retrospective – Actions In Jira

Where might we crash (rocks/sharks)? RISKS 1.  Priorities 2.  Planning 3.  Requirements 4.  Communications

What is dragging us down (anchors)? ISSUES 1.  Priorities (7 votes) 2.  Ownership (5 votes) 3.  Silos (5 votes) 4.  Environment/Support (5 votes) 5.  Planning (1 vote)


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Capability Path Ups And Downs Delivery Inspect & Adapt

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Happy D&B Solution Architects J

VALUABLE RISK-VALUE MVP FEEDBACK

valued over


Consumable solution delivery

working software construction

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Risk-Value MVP


Teams




Data Inspired Delivery – Scaled Agile using DAD

Documents

Data Inspired Delivery – Scaled Agile using DAD · 2016. 10. 14. · Adopting a DevOps Culture • Tooling driving automation • GIT/STASH integration • Oozie/Jenkins integration