Foundations of the Scaled Agile Framework - PMI KC Mid ...kcpmichapter.org/downloads/PDD2014/martin_olson.pdf · Foundations of the Scaled Agile Framework ... pushing the Scaled Agile

1

1Leffingwell et al. © 2014 Scaled Agile, Inc.Leffingwell et al. © 2014 Scaled Agile, Inc.

Foundations of the

Scaled Agile Framework®

Be Agile. Scale Up. Stay Lean.

Martin Olson

Silicon Prairie Solutions

[email protected]

2Leffingwell et al. © 2014 Scaled Agile, Inc.

Martin Olson, SPCT

About Martin Olson

� Agile coach with over twenty years of IT experience.

� Worked extensively with large and small companies in the

KC Metro Area and nationwide

� Currently assisting enterprise with SAFe adoption and Agile | Lean at scale.

� CSM, PMI-ACP

� President of the Agile KC group / Founder of Agilehood KC

• www.agilekc.org

• Kc.agilehood.org

Certified SAFe Program Consultant, Trainer and Agile Coach

[email protected]


Goal: Provide an overview of the Scaled Agile Framework

and critical facets of scaling agile teams

Agenda

� A Brief Review of Planning and Execution

� Agile Business Benefits

� SAFe Overview

� Lean Systems Thinking

� Leadership


A Brief Review of Planning

and Execution

2


Planning and execution horizons

Planning

Portfolio: 1 – 2 yearsPortfolio: 1 – 2 years

Roadmap: 6 – 18 monthsRoadmap: 6 – 18 months

Release: 1 – 9 monthsRelease: 1 – 9 months

Iteration: 1 - 4 weeksIteration: 1 - 4 weeks

DailyDaily

Alig

nm

en

t


How do the different horizons relate to Lean and Agile

Planning – Lean - Agile

Lean

• maximizes flow

• reduce waste in the system

Agile

• maximizes adaptability and

flexibility

• leverages change and continual

learnings


So how do we tie planning, lean and agile together

SAFe

Lean

Agile


Culture and Practices

We don’t work in a vacuum

N.B. Over time culture will trump unsupported practices.

3


Be Agile


Keeping Pace▸ We’ve had Moore’s Law for hardware

and now software is eating the world▸ Our development practices haven’t

kept pace. Agile shows the greatest

promise, but was developed for

small teams▸ 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


We thought we’d be programming like this


But sometimes it feels like this

4


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


A Stark Choice of Approaches

� �� Documents Documents Unverified Code Software


Accelerating Value Delivery

Early value delivery accumulates and accumulates

Time

Va

lue

De

live

ry


Makes Money Faster

TIME

VA

LU

E D

ELIV

ER

Y

5


Delivers Better Fit for Purpose

TIME

Waterfall result

Agile

result Measure ofwaterfall customerdissatisfaction


Reduces Risk

Ris

k

Agile

Waterfall

Time

Deadline

?


Agile Methods at Scale

� When looking to leverage multiple agile teams you

have to do more than just have effective teams:

– Cadence \ synchronization

– Common process (vocabulary, training, definitions)

– Execution

� Leadership must be accountable for creating a system

that will allow for success

– Lean principles and thinking

– Value stream analysis


Scale Up

6


Scaling, Another Stark Choice

You have a blank slate.

Figure out what works for you.


Or Start with a Proven Framework

A proven, publicly-facing framework for applying

Lean and Agile practices at enterprise scale

ScaledAgileFramework.com

Synchronizes

alignment,

collaboration and

delivery for large

numbers of teams

CORE VALUES

1. Program Execution

2. Alignment

3. Code Quality

4. Transparency

2012 2013 2014

2.0

3.0

1.0

Field Experience at Enterprise Scale

SAFe Roots: Past, Present and Future

Agile

ProductDevelopment

Flow

Lean

23Leffingwell et al. © 2014 Scaled Agile, Inc. 24Leffingwell et al. © 2014 Scaled Agile, Inc.

Framework Creator: Dean Leffingwell

� Creator: Scaled Agile Framework

� Agile Enterprise

CoachTo some of the world’s largest

enterprises

� Agile Executive MentorBMC, John Deere

� Chief MethodologistRally Software

� Cofounder/Advisor

Ping Identity, Roving Planet, Silver Creek Systems, Rally Software

� Creator: Scaled Agile Framework

� Agile Enterprise

CoachTo some of the world’s largest

enterprises

� Agile Executive MentorBMC, John Deere

� Chief MethodologistRally Software

� Cofounder/Advisor

Ping Identity, Roving Planet, Silver Creek Systems, Rally Software

� Founder and CEOProQuo, Inc., Internet identity

� Senior VPRational SoftwareResponsible for Rational

Unified Process (RUP) & Promulgation of UML

� Founder/CEO

Requisite, Inc. Makers of RequisitePro

� Founder/CEO

RELA, Inc. Colorado MEDtech

� Founder and CEOProQuo, Inc., Internet identity

� Senior VPRational SoftwareResponsible for Rational

Unified Process (RUP) & Promulgation of UML

� Founder/CEO

Requisite, Inc. Makers of RequisitePro

� Founder/CEO

RELA, Inc. Colorado MEDtech

7


Contributors

Principal

Contributors

Drew Jemilo

CommunityEnterprise

Adopters

Associate

Methodologist

Acknowledgements

Alex Yakyma

Alan ShallowayRichard Knaster

Creator and Chief

Methodologist


Some Thoughts on Agile Methods

� Scrum

Works great. Less filling. Lightweight software project

management. Clear team roles.

Scrumptious. Let’s Sprint.

� Extreme Programming

Really great code from really great coders.

Extremely useful. Let’s Program with it.

� Kanban

Clear thinking on flow, demand management and limiting

Work in Process.

Let’s limit WIP, manage demand and flow.


And Some Thoughts on Scaling

� 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?

8

29© 2008 - 2013 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.

Alignment to Investment Themes


SAFe Delivers Business Results

Increase in

employee

engagement

20-50%

increase in

productivity

30-75%

faster time

to market

50%+

defect

reduction


Case Studies

ScaledAgileFramework.com/case-studies


Detractors

“The boys from RUP (Rational Unified Process) are back. Building on the profound failure of RUP, they are now pushing the Scaled Agile Framework (e) as a simple, one-size fits all approach to the agile organization.”

- Ken Schwaber

9


Stay Lean


Lean Thinking Provides the Tools We Need


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

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


Respect for People

� Your customer is whoever

consumes your work

� Don’t trouble them

� Don't overload them

� Don't make them wait

� Don't impose wishful thinking

� Don't force people to do wasteful work

� Equip your teams with problem-

solving tools

� Form long-term relationships

based on trust

� Your customer is whoever

consumes your work

� Don’t trouble them

� Don't overload them

� Don't make them wait

� Don't impose wishful thinking

� Don't force people to do wasteful work

� Equip your teams with problem-

solving tools

� Form long-term relationships

based on trust

People

� Develop individuals and

teams; they build products

� Empower teams to

continuously improve

� Build partnerships based

on trust and mutual respect

10


Kaizen

Become Relentless In:

� Reflection

� Continuous improvement

as an enterprise value

� A constant sense of danger

� Small steady, improvements

� Consider data carefully, implement

change rapidly

� Reflect at milestones to identify

and improve shortcomings

� Use tools like retrospectives, root

cause analysis, and value stream

mapping

� Protect the knowledge base by

developing stable personnel and

careful succession systems

� A constant sense of danger

� Small steady, improvements

� Consider data carefully, implement

change rapidly

� Reflect at milestones to identify

and improve shortcomings

� Use tools like retrospectives, root

cause analysis, and value stream

mapping

� Protect the knowledge base by

developing stable personnel and

careful succession systems


Product Development Flow

Don Reinertsen

Principles of Product Development Flow

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

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


Nothing Beats an Agile Team▸ Valuable, fully-tested software increments every two weeks▸ Empowered, self-organizing, self-managing cross-functional teams▸ Teams operate under program vision, architecture

and user experience guidance▸ Scrum project management and XP-inspired technical practices▸ Value delivery via User Stories


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

11


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.”


Remember

there are

two systems at

work here!


Scale to the Program Level▸ Self-organizing, self-managing team-of-agile-teams ▸ Working, system increments every two weeks▸ Aligned to a common mission via a single backlog

▸ Common sprint lengths and estimating▸ Face-to-face release planning cadence for collaboration, alignment,

synchronization, and assessment▸ Value Delivery via Features and Benefits


Develop on Cadence. Release on Demand.

Development occurs on a fixed cadence.

The business decides when value is released.

Release on Demand

Major Release Customer

UpgradeCustomer Preview

Major Release New

Feature

Develop on Cadence

PiI PI PI PI PI


Some Thoughts on Agile Methods

� Scrum

Works great. Less filling. Ubiquitous software project

management. Clear roles.

Scrumptious. Let’s Sprint.

� Extreme Programming

Really great code from really great coders.

Extremely useful. Let’s Program with it.

� Kanban

Clear thinking on flow, demand management and limiting

Work in Process.

Let’s limit WIP, manage demand and flow.

12


Leadership


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.”



Scale to the Portfolio

▸ Centralized strategy, decentralized execution▸ Lean-Agile budgeting empowers decision makers▸ Kanban systems provide portfolio visibility and WIP limits▸ Enterprise architecture is a first class citizen▸ Objective metrics support governance and kaizen▸ Value description via Business and Architectural Epics


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. Lean-Agile budgeting

2. Demand management;

continuous value flow

3. Strategic Themes compass

7. Objective, fact-based measures and milestones

Governance Program

Management

Strategy &

Investment Funding

13


On “Managing” Knowledge Workers

Workers are knowledge workers if they 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.


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

1. Take a Systems View

2. Embrace the Agile Manifesto

3. Implement Product

Development Flow

4. Unlock the Intrinsic Potential

of Knowledge Workers


Conclusion

The foundation of

Lean is LEADERSHIP

The foundation of

SAFe is YOU


Next Steps

14


Next Steps

� Browse the framework

� Read the book

� Build your expertise with

training and certification

� Accelerate value delivery with

your first Agile Release Train

� Get help from the experts at

ScaledAgile.com and

ScaledAgilePartners.com

� Join the community at

community.ScaledAgile.com

Become a SAFe

Lean-Agile Leader

Launch Agile

Release Trains

Leverage the

Community


SAFe Reference

ScaledAgilePartners.com

community.scaledagile.comScaledAgileFramework.com

Browse the Framework

Read the BookAgile Software Requirements

Get Training, Certification and

Courseware

Adapt it to your Enterprise with

Enterprise SAFe™

Launch an Agile Release Train

ScaledAgileAcademy.com

ScaledAgile.com/ESAFe

ScaledAgile.com/ART

Get help from the experts and the

extensive service delivery

Partner community

Join the

Scaled Agile Framework

Community56Leffingwell et al. © 2014 Scaled Agile, Inc.