IBM DevOps - Adopting Scaled Agile Framework (SAFe) Webinar

© 2014 IBM Corporation

Adopting Scaled Agile Webinar

Reedy Feggins – [email protected]

SAFe Certified SPCCertified ScrumMaster (CSM), PMP

2 Scaling Agile Practices

About the Speaker Background

Reedy Feggins Jr

� 15+ years software development experience

� SAFe Certified SPC

� PMP (Project Management Professional)

� CSM-P (Certified Scrum Master Practitioner)

� 8 years experience on Agile teams

� Agile Coach for IBM Rational Software Development


Innovation is increasingly being driven by software

Source: Mobile banking: A catalyst for improving bank performance, Deloitte, 2010;and This Car Runs on Code, Robert Charette, IEEE Spectrum, 2009.

Mobile banking will bethe most widely used bankingchannel by 2020, if not sooner

The average 2010 automobile contains more lines of software

code than a fighter jet


Source: Numerous sources, see speaker notes for details

2010 Spending in U.S. on governance, risk and compliance was $29.8 billion

IncreasingMandates

62% of projects fail to meet intended schedule

Unpredictability in Software Delivery

50% of outsourced projects are expected to under perform

Globally Distributed Softwareand Product Supply Chains

Complex, Multi-platformSystems and Applications

62% of companies have agile projects requiring integration with legacy systems

30% of project costs are due to rework and poor execution of requirements

Changing Requirementsand Time to Market

CostReduction

70% budget locked in maintenance and37% of projects go over budget

2010 Spending in U.S. on governance, risk and compliance was $29.8 billion

IncreasingMandates

62% of projects fail to meet intended schedule

Unpredictability in Software Delivery

50% of outsourced projects are expected to under perform

Globally Distributed Softwareand Product Supply Chains

Complex, Multi-platformSystems and Applications

62% of companies have agile projects requiring integration with legacy systems

30% of project costs are due to rework and poor execution of requirements

Changing Requirementsand Time to Market

CostReduction

70% budget locked in maintenance and37% of projects go over budget

Software-driven innovation is challenging


What is required to deliver high-quality Software on time and budget ?


Agile flips the Iron Triangle


Agile values Individuals InteractionsIndividuals Interactions

Respond to ChangeRespond

to Change

Source: www.agilemanifesto.org

Processes and ToolsProcesses and Tools

Following a Plan

Following a Plan

overWe value

That is, while there is value in the items on

the right, we value theitems on the left more.

CustomerCollaboration

CustomerCollaboration

ContractNegotiation

ContractNegotiation

WorkingSoftwareWorkingSoftware

ComprehensiveDocumentationComprehensiveDocumentation


Agile Framework

XP

• Based on simplicity, communication, feedback, courage, and respect

• Start simple and add complexity through refactoring

Scrum SCRUM

• Small teams of 6-9 people

• “Backlog” defined requirements that will be addressed in each Sprint

• Daily 15 minute Scrum meeting to discuss work for the day

Crystal

• Frequent delivery

• Reflective improvement

Lean

• Based on 7 core principles (e.g.,,• Eliminating waste, • amplifying learning • Building Integrity in

from start• Uses Kanban and

Value stream mapping to improve team performance

Feature Driven

• Develop feature list

• Plan, Design, Build by Feature

Test-driven development

Planning game

Pair Programming

Refactoring

Agile Practices - The above methods involve a range of techniques including:

Continuous integration

Design improvement

Small releases

Simple design

Static Analysis

Coding standard

Sustainable pace

Whole team

“Agile” is generally a overloaded term in the industry…

DisciplinedAgile

• People-first, learning-oriented hybrid agile approach to IT solution delivery.

• It has a risk-value lifecycle, is goal-driven, is scalable, and is enterprise aware.

Unified Process


Framework Creator: Dean Leffingwell

�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

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What is Scaled Agile?

� Scaled Agile Framework (SAFe) Big Picture http://scaledagileframework.com/

� Dean Leffingwell has elaborated this approach in:

– Agile Software Requirements: Lean Requirements for Teams Programs and the Enterprise (2011)

– Scaling Software Agility: Best Practices for Large Enterprises, (2007)

– scalingsoftwareagilityblog.com.

� Backed up by SAFe Program Consultant (SPC) and SAFe Agilitist (SA)

– Certification process: http://scaledagileacademy.com

The Scaled Agile Framework® (pronounced SAFe™) is an interactive

knowledge base for implementing agile practices at enterprise scale.


Some Thoughts on Agile Methods

� Scrum

– Works great. Less filling. Ubiquitous. Scrumptious. Let’s Sprint.

� Extreme Programming

– Really great code from really great coders.We can scale great code. Extremely useful. Let’s Program with it.

� Kanban

– Clear thinking on flow, demand management and limiting wip.Let’s flow, limit WIP and manage demand with it.

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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?



Distributed Planning

� May have to do planning in two chunks of time rather than one solid (4-hour) block

� Will need/want an electronic agile planning tool to pull stories into the Sprint plan

� Typically use electronic modeling, drawing tools and screen sharing. May do some diagrams offline and share electronically.

� Easy Planning Poker (Chat, everyone enters the number of story points)

� Teams will share files and links to facilitate discussions13


SAFe Delivers Business Results

Increase in employee

engagement

20-50% increase in productivity

30-75% faster timeto market

50%+ defect

reduction

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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

Synchronizes alignment,

collaboration and delivery

for large numbers of teams

CORE VALUES

1. Program Execution2. Alignment3. Code Quality4. Transparency


SAFe Big Picture


Discriminating Themes, Epics, Feature and Stories

YesFits in a single

iteration.

(story points.)

Product Owner

and Team.

Atomic. Fit

For team and

detailed user

understanding

Story

YesFits in an internal

release,

Can be divide d into

incremental sub‐ features as necessary

(Points)

Product manager

Product owner

Short, descriptive, value delivery and

benefit oriented

statement.

Customer and

marketing

understandable

Feature

NoIncluding mockup, prototype,

user story canonical or declarative form

6‐12 months.

Sized.

Program / product mgmt (PPM)

Business owners

Bold, Impactful,

marketable

differentiators

Epic

NoAny: text,

prototype,

PPT, Video or

conversation

Span strategic planning

12‐18+ months.

Not sized, controlled by

% investment

Portfolio fiduciaries

Strategic Product

BIG, hairy, audacious,

game changer,

initiatives providing

competitive advantage

Theme

Test able

FormatSizing Responsibility Description

Type ofInformation

http://scalingsoftwareagility.files.wordpress.com/2007/03/a-lean-and-scalable-requirements-information-model-for-agile-enterprises-pdf.pdf


Scalable requirements model for the agile enterprise appears below

• While this model look more complex that most agilists typically use, it scales directly to team or project

• Scaling agility - from the project - to the program - to the portfolio level

• When applied at lower levels use only required subset


Comparing Agile vs. Waterfall Approach

% 100Working

Code

TimeMONTHS

Architecture DesignReqts Coding Test Deployment

1 2 3 4 5 6 7 8

S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15


Common Agile Inhibitors


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