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Scaling Lean-Agile
to Large, Complex
Systems
Harry Koehnemann
Director of Technology
321Gang
©2012- 2016 321 Gang
Systems Engineering Challenges
Increasing complexity
Rapid reduction in cycle times
Risk meeting customer/market needs
Products in a continuous release cycle
Solutions cross organizational
boundaries (Systems of Systems)
System-wide collaboration demands
(BOF vs. BOM)
Increased product variation
Compliance - contractual, regulatory
2
3© 2016 Scaled Agile, Inc. All Rights Reserved.
#1 - Take an economic view
#2 - Apply systems thinking
#3 - Assume variability; preserve options
#4 - Build incrementally with fast, integrated learning cycles
#5 - Base milestones on objective evaluation of working systems
#6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths
#7 - Apply cadence, synchronize with cross-domain planning
#8 - Unlock the intrinsic motivation of knowledge workers
#9 - Decentralize decision-making
SAFe Lean-Agile principles
4© 2016 Scaled Agile, Inc. All Rights Reserved.
Development occurs in an uncertain world
Aggressively evaluate alternatives. Converge specifications and solution set.
—Allen Ward
You cannot possibly know everything at the start
Requirements must be flexible to make economic design choices
Designs must be flexible to support changing requirements
Preservation of options improves economic results
Economic
Trade-offs
Flexible
specifications
Design sets
5© 2016 Scaled Agile, Inc. All Rights Reserved.
Apply fast learning cycles
Product development is the process of converting uncertainty to knowledge
—Dantar P. Oosterwal
Integration points control
product development
Integration points
accelerate learning
Development can proceed
no faster than the slowest
learning loop
Improvement comes
through synchronization
of design loops and faster
learning cycles
The Lean Machine:
How Harley Davidson Drove
Top-Line Growth and
Profitability with
Revolutionary Lean
Product Development
—Dantar P. Oosterwal
Do
CheckAct
Plan
D
CA
P
D
CA
PD
CA
PD
CA
PD
CA
PD
CA
PD
CA
PD
CA
P
6© 2016 Scaled Agile, Inc. All Rights Reserved.
Align everyone on a common cadence
Documents Documents Unverified SystemSystem
One PDA cycle
P
DC
A P
DC
A P
DC
A P
DC
A P
DC
A P
DC
A P
DC
A P
DC
A
P
DC
A
System
Specifications
Aligned on a common,
regular cadence
7© 2016 Scaled Agile, Inc. All Rights Reserved.
Base milestones on objective evaluation of working systems
Regularly assess progress of product, compliance, and process
towards delivery
Product Compliance Process
Improvement
stories
Roadmap
Objectives
Compliance Customer
Feedback
Demo
Incre
me
nt
Incre
me
nt
Incre
me
nt
1) Organizing around value
V A L U E S T R E A M1. More focused teams
2. Fewer handoffs, delays, waiting
3. Easier to build in quality
4. Optimizing the system as a whole
Result: Faster delivery, higher quality,
higher customer satisfaction
50-125 practitioners of multiple disciplines.
10
©2012- 2016 321 Gang
Value Streams may deliver to other VSs
11
Vehicle
Programs
Component Feature
Aligned on a common
cadence
Get comfortable with
Collective Ownership
Requires Continuous
Integration
Leverage Community of
Practices / Scrum of
Scrums
12© 2016 Scaled Agile, Inc. All Rights Reserved.
Large value streams require multiple ARTs
Organize around capabilities or subsystems
Each train may include multiple engineering disciplines
Powertrain
Ignition
Fuel
Transmission
Performance
13© 2016 Scaled Agile, Inc. All Rights Reserved.
Ensure EVERYONE is on the value stream
Reduced waste – waiting, delays, hand offs, batch sizes, WIP
Ensure commitment to increment goals
1
3
Quality Safety RegulatorySuppliersCross-
functional
Teams
Product
Manager
(Chief Eng)
Technical
Authorities
(Sys Eng)
Customer
14© 2016 Scaled Agile, Inc. All Rights Reserved.
Take a Systems View
SAFe takes an end-to-end view of our development system
Intent drives a solution for a customer within a context
Built by a Value Stream aligned on a common cadence
Intent, Solution, and Solution Context all have variability
1
4
15© 2016 Scaled Agile, Inc. All Rights Reserved.
Solution May Require a Context
Supports Suppliers and Systems-of-Systems
Customer continuously collaborates on multiple dimensions
– Content (backlog), technical, I&T, program/budget
1
5
Solution
Arch/Eng
Systems
DevOps
Solution
Manager
©2012- 2016 321 Gang
2) Manage change
Change managed is connected
Kanban systems
Leans traditional “boards”/CCBs
with flow, WIP limits, capacity
matching
Centralizes strategy;
decentralizes decisions
Increases visibility into the flow
Provides hierarchical content
governance system
16
©2012- 2016 321 Gang
3) Build the solution incrementally
Cadence supports natural Work-In-Process limits that foster
learning cycles across the Value Stream
17
General
DistributionLimited
Distribution
Solution
Ready
Product
Committed
Exploration
Feasibility
P
DC
AP
DC
A P
DC
A
©2012- 2016 321 Gang
Embrace variability
Allow specification to emerge based on knowledge
Building what we already know, explore what we don’t know
18
Fixed
Variable
Solution
Intent
Solution
Context
Solution
Trade study
Capability
Simulation
ModelingModeling
Capability
CapabilityCapability
©2012- 2016 321 Gang
MBSE facilitates emergent specifications
Generate specifications from models in Solution Intent
Everyone contributes; everyone takes a systems view
Ensures single source of truth, both as-is and to-be
Feature Spec
Component Spec
Subsystem Spec Fuel
Performance
Ignition ECM
19
©2012- 2016 321 Gang
:Vehicle
:Motion Base
:Drive
:Chassis
:Accelerator :Radar :Steering :Brake
:Vehicle Control
ctrl
Organize Solution Intent with Models (MBSE)
Communication
Impact analysis
Strategic reuse
Generating compliance
documents
20
System Model
(structure,
behavior,
simulation,
parametrics,
allocations)
Domain
Models
(designs,
analysis, etc.) MCAD Thermal, … Software
Requirements
Model
(functionality,
constraints)
System
ConstraintsCustomer
System
Req
Regulatory
Use Case
Model
©2012- 2016 321 Gang
4) Build quality in
21
Software
Continuous integration
Test-First
Refactoring
Pair-work
Collective ownership …
Hardware
Exploratory early iterations
Model Based Systems
Engineering (MBSE)
Set-Based Design
Frequent, system-level
integration
Design verification
Assure every increment of the solution reflects quality standards
©2012- 2016 321 Gang
Support frequent integration and testing
The goal of frequent integration and testing is to provide
frequent feedback on newly built functionality
Trade-offs are inevitable in terms of:
Frequency of integration
Depth of integration
Fidelity of feedback
©2012- 2016 321 Gang
Solution Integration is a set of trade-offs
Solution integration is realized as a combination of real subsystems and
proxies of various complexity
Interfaces supports the ability to grow level of fidelity (SIL HIL)
Maturity of infrastructure and practices lowers cost of integration over
time
Bring in manufacturing early; use true production facility
23
Trade-off example: Fidelity of feedback
The cost of integrating an actual subsystem can be too high while substituting it
with a stub may provide no useful information. Every subsystem dictates a
unique trade-off.
©2012- 2016 321 Gang
Include quality concerns in definition of done (DoD)
Strive for lean process – attack delay, waste, WIP
25
• Baseline everything
• Submit compliance docs
• Regulatory sign off
Feature
Story
Story
• Peer review
• Deploy to end-to-end testing env
• Quality review, approval
• Customer signoff
• Generate compliance docs for status
• Assess progress (coverage, sign-off, etc.)
• Deploy to IV&V
Feature
• EVERYONE
commits
©2012- 2016 321 Gang
5) Make progress visible
Assess progress at each increment
Evaluate progress of solution and progress towards
compliance
Otherwise, quality and certification are uncertain
Pro
gra
m I
ncre
me
nt
Verification (internal)
• NFRs
• Req coverage
• Code coverage
Validation (external)
• Functional tests, UAT
• Automated/manual
• NFR tests for
compliance
To-date generated
compliance docsTo-date generated
compliance docs
26
©2012- 2016 321 Gang
Measure progress at each System Demo
27
Epic Burnup
PI Predictability
Cumulative FlowProgram Board
Epic Progress
Epic DoD
ProgressProduct
Process
PI Demo
PI
ProgressProduct
Process
PI Demo
PI
©2012- 2016 321 Gang
Adopt SAFe
Map Value Streams …
…Train Everyone…
… And Launch ARTs
Courses Days
Leading SAFe (SA Certificate) 2
SAFe for Teams (SP Certificate) 2
SAFe SM (Certification/Orientation) 2 / ½
SAFe PO (Certification/Orientation) 2 / ½
SAFe PPM 2
Implementing SAFe (SPC Certification) 4
28
©2012- 2016 321 Gang
Your homework assignment
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