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effective agile. Ralph Jocham [email protected]

Agile Portfolio based

Release Trains

effective agile. Ralph Jocham [email protected]

effective agile. @rjocham effective agile.

Ralph Jocham •  Started as programmer; discovered process as a problem early on •  First Unified Process with UML •  Agile since 2000 with XP •  Scrum in 2003 •  Oracle, LinkedIn, Roche, Google, The Gap, Swisscom, Texas Instruments, Siemens Medical,

ThoughtWorks, JPMorganChase •  Did come around, different cultures and domains •  Founder of effective agile. •  Trainer with Scrum.org

[email protected]

1 Product

25-‐Oct-‐12 effective agile. 4

1 Project

1 Scrum Team

Easy

1 Product


1 Project

n Scrum Teams

OK

n Products


n Projects

n Scrum Teams ?


Work is organized by activity

è Big Batches

Plan Analyze Design Code Test Release

è Major Releases

Phases and FTE/Multitasking


(source: Johanna Rothman)

Number of active projects

Ability of people to finish projects quickly Competition for people’s time

Ease of managing the portfolio Number of completed projects

Number of new projects that start

leads to

leads to

leads to

reduces leads to

reduces

leads to

reduces

Number of emergency projects that must start

reduces

perpetuates

Dev

Release Planning Design Release Analysis Dev Tes@ng

Planning Design Release Analysis Tes@ng

Design Dev Tes@ng Release

100%

50% 40%

Planning Design Release Analysis Dev Tes@ng


100%

Major Release

Major Release

Major Release

Major Release

Dev

25-‐Oct-‐12 effective agile.

(Source: Gerald Weinberg, Quality SoLware Management: Systems Thinking) V1 © 2012 Ralph Jocham effective agile. www.effectiveagile.com

n Products


n Projects

n Scrum Teams ?

Scrum is Fractal


Strategy

Portfolio

We can apply the same principles of the micro at macro level …


Product

Release

Sprint

Daily Product Backlog

Portfolio Backlog Prioritize

Prioritize


Is this enough?

Three primary release strategies


Major

Minor

Minor Minor

Minor

Functional

(source: ADM)

Lots of changes, happen infrequently, freezes other work, relatively stale functionality, high customer absorption costs.

Individual pieces of functionality, happen often, most important piece of functionality at the time, relatively low customer absorption costs.

Lots of broad changes, happen more frequently, often not cohesive, often bug fixes instead of new functionality.


Prioritized Portfolio

with

Functional Releases


Two problems to solve

What does this mean for our requirements?

How can we do this?

Release Docs


Classic approach

MRD PRD SRS Dev Drop 1 to QA

Drop 2 to QA

System test and bug fix

Test Drop 2

Ports, Certs

Test Drop 1

(source: Dean Leffingwell)

External Release


Wanted approach

Release Docs

Sprint Harden Sprint Sprint Harden

Ports, Certs (source: Dean Leffingwell)

External Release

Sprint Sprint Sprint

Start

Release Docs

Sprint

External Release


Ports, Certs

Release Docs

Sprint

External Release


Ports, Certs

Target


How can we do this

1. More Frequent releases – at least four per calendar year 2. Develop a cadence for the releases 3.  Automate the build and deploy process 4.  Enforce a prudent Definition of Done 5. Reduce the cycle time continuously

à Release Train

Release 1 Release 2 Release 3 Release 4

Release Docs

Sprint

External Release


Ports, Certs


What does this mean for our requirements

à No more Projects

1. We need features for every release train 2.  Break down the projects into the contained features 3.  Reduce the feature granularity 4.  Assign right sized work to Dev Teams (not resources to problems)


F3 $

F2 $

F1 $

F3 $

Project 1 Project 2 Project 3

F4 $

F2 $

F3 $

F1 $

F5 $

F1 $

F3 $

F5 $ F4

$

F4 $

F2 $

F1 $

F5 $

F3

$

F6

$

Software Development Black Box

Release 1 Release 2 Release 3 Release 4

F4 $

F4 $

F1 $

F5 $ F2

$

F1 $

F4 $

F6

$F5

$

F3

$

F5 $

$ = predicted ROI of feature

Project = project

F4 = feature of project

capacity is 4 features per release F3 F1

F4 F4 F1

F3

F5

F2

priorising by business value and capacity

Release Train

1 per month

Release

Sprint n Sprint n+1

Team

C

Portfolio Management

Steering Board / PMO

Stra

tegi

c

Por

tfolio

P

rogr

am

Team

Release n Release n+1

High-Level Requirements

(Epics)

Pro

gram

Bac

klog

Product

Management

Release Management Ta

ctic

/Stra

tegi

c Area PO

Understood Requirements

(Features)

Team

B

Team

A

Scrum Teams

Executable Requirements (User Stories)

Team

Bac

klog

s Tact

ical

Scrum Teams are cross-functional Teams (Dev, Test,

BA, QA, …)

Product Owner, Scrum Master, Dev

Team

Team B

Team A

Team C

Con@nuous Integra@on / Deployment

Por

tfolio

Bac

klog

effective agile.

Release

Sprint n Sprint n+1

Team

C

Pro

gram

Te

am

Release n Release n+1 Pro

gram

Bac

klog

Product Management

Release Management Ta

ctic

/Stra

tegi

c Area PO

Understood Requirements

(Features)

Team

B

Team

A

Scrum Teams


Team

Bac

klog

s Tact

ical


BA, QA, …)


Team

Team B

Team A

Team C

Inte

grat

ion

Scru

m

effective agile.

Release

Sprint n Sprint n+1

Team

C

Team

Team

B

Team

A

Scrum Teams


Team

Bac

klog

s Tact

ical


BA, QA, …)


Team

Inte

grat

ion

Scru

m

Release Train

Life

C

ycle

effective agile.

Dev

Release Planning Design Release Analysis Dev Tes@ng

Planning Design Release Analysis Tes@ng

Design Dev Tes@ng Release

100%

50% 40%



100%

Major Release

Major Release

Major Release

Point Release V1

Point Release V4

Point Release V1.5

Point Release V4.2

Major Release

Dev

V1 © 2012 Ralph Jocham effective agile. www.effectiveagile.com

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Questions?


Ralph Jocham effective agile.

www.effec*veagile.com ralph.jocham@[email protected]

@rjocham

25-‐Nov-‐2011 effective agile. 27

References

•  Manage your Project Por_olio: Increase Your Capacity and Finish More Projects, Johanna Rothman, Pragma@c Programmers, 2009

•  Scaling SoLware Agilty: Best Prac@ces for Large Enterprises, Dean Leffingwell, Addison-‐Wesley, 2007

•  SoLware in 30 Days: How Agile Managers Beat the Odds, Delight Their Customers and Leave the Compe@tors in the Dust, Ken Schwaber & Jeff Sutherland, Wiley, 2012