India Agile Week 2015

Location : Bangalore……………

Date : 19-Jun-2015……………………………………………………….

Name of the Speaker : C. Padma…………………………………….

Company Name : Sonata Software Ltd………………………

www.unicomlearning.com

Bangalore

India Agile Week 2015,

Bangalore

http://www.agileinbusiness.com/bangalore/2015/India_agile_week/

19 June 2015, Bangalore


Bangalore

Implementing distributed agile framework withScrum, XP & Effective Tools usage Dev ops

TOPIC

Context Distributed Agile

Distributed Agile Development Processes DevOps

DevOps Practices Continuous integration , Continuous

Testing Continuous Delivery and Deployment, Quality Gates

Example Cases Detailed Case study

Agenda

DBT

ART

RTE

PSI

NFR

RMT

TLA

SAFe

DAD

LeSS

TLA

DBT – Define/Build/Test

ART – Agile Release Train

RTE – Release Train Engineer

PSI – Potentially Shippable Increment

NFR – Non-functional Requirements

RMT – Release Management Team

SAFe – Scaled Agile Framework

DAD – Disciplined Agile Delivery

LeSS – Large Scale Scrum

TLA – Three Letter Acronym

Investment Theme

Business Need

Epic

Story

Story

Story

Epic

Story

Story

Technology Need

Epic Story

Epic

Story

Story

StoryEpic

Portfolio Program Team

Large Scale Programs

Business Priorities:- Time to market- Response to

changes- Predictability- Quality- Delivered value- Lean- Visibility

Investment Themes

Value Streams

Feature Value

Investment Themes =>

BudgetsCentralized Strategy Large

Development Initiatives =>

EpicsFeatures User

stories

Program Level Roles: Program Manager, Product Manager, System Architect,

Release Management Team,

UX & Shared resources, DevOps

Cross Functional Scrum Teams

Scaled Agile

Issues:- Dependencies that block- Risks that explode- Unrealistic plans- Unstaffed priorities- Frequent pivots- Code merge nightmare- Lack of automation

leading to poor quality- Cost management- Lack of commitment- Late delivery

Distributed Agile Teams

Distributed Agile Development framework coupled with DevOps practices and tools can scale and address many of these challenges and concerns

SPRINT EXECUTION

During the Sprint, Distributed Scrum team Self-organized to produce the product increment

defined by the sprint backlog

Owners should pick up the backlog for development and allocate their name

TDD is must in Distributed Scrum team to ensure the code is not breaking

Practice Continuous Integrations from day one

Publish the Daily build status to all stakeholders

INFORMATION RADIATOR (KANBAN BOARD)

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The task board are used to show status of task on a Project Management tool (ex. Rally or VersionOne)

Scrum team moves the backlog through its completion

Is an "information radiator" Serves as a focal point for the daily meeting,

keeping it focused on progress and obstacles Story: Represents all the user stories that the team

has committed to work on during the current sprint. To Do: The backlog/user story and tasks that

remain to be accomplished are in the far left column In Progress: The backlog/user story and tasks the

development team is currently working on Done: Any task that which no longer requires any

further work and is completed Blocker:Any Task that cannot proceed further

should be marked under blocker

SCRUM OF SCRUMS A technique to scale Scrum up to large groups (over a dozen

people), consisting of dividing the groups into Agile teams. Scrum of Scrums would be done with multiple Scrum Master

working on Same Program Timelines of Scrum of Scrum could be

daily/bi-weekly/weekly. Depends on the Intensity of the Release cycles

Consolidated reports are created with status of Sprints

Highlight the Project Risk and dependency with owners responsible to clear the impedance.

ALM & DEVOPS

TOOLS ECOSYSTEM

13PMO Tools for High Level Planning, Estimation, Budgeting etc.

Cross geography collaborati

on & visibility

Requirements,

Knowledge Sharing & Collaborati

on Distributed &

Replicated Code

Repository

Distributed Reviews

& Developm

ent QualityFunctional

and non functional quality & traceabilit

y

Release Planning &

Project Monitoring

Continuous

Integration

Key Principles

• Tool set should be simple to use and provide minimal overhead to development & project management community

• They should support cross team / geography visibility with minimal manual effort in collation and reporting of data

• Should integrate with the overall tools ecosystem to allow for good traceability and cross information flow

• Toolset should provide maximum agility to individual projects but at the same time have capability to provide portfolio / program level roll-ups, trends and reporting

SONATA’S DEVOPS FRAMEWORKCICD PIPELINE

DISTRIBUTED AGILE PROJECTS @ SONATA

# Business Problem Program details Business benefits

1 Deliver an E-Commerce platform as a framework to make it scalable to accommodate any future multi-channel requirements, using hybris

Multiple Suppliers,6 Locations,2+ Years duration,300+ team members,Matured Distributed Agile processes

Quick Business Value realization at high quality, Releases in-time for bus. peaks

2 Modernizing ERP product: SaaS based Multi-tenant distributed web solution using Managed Microsoft Azure cloud services

Quick Time to Market – 18months, 200+ teamsize,Teams in 3 Locations,Technologically challenging – innovative architecture

Kept up the Release promises to market

3 Modernizing Order Management System for a Fortune500 co.

Multiple Suppliers,3 Locations,2+ Years duration

MVP releases in quick successions

DISTRIBUTED AGILE PROJECTS @ SONATA

# Business Problem Program details Business benefits

4 Transforming execution process model of Sonata’s SaaS platform to Agile, DevOps model

Transforming the Release process to Incremental, automated process

Quick Business Value realization at high quality, Releases in-time for customers

SUCCESSFUL PATTERNS & ANTI-PATTERNS IN DISTRIBUTED AGILE DEVELOPMENT

Program Onboarding & KickoffUse of High Communication ModesProxy Involvement in Key Sprint CeremoniesCommon Standards, Frameworks, Tools and Engineering PracticesIntegrated global code base and single continuous integration serverShared CommunityRotating membersPaired Remote work

Missing Daily Standups/scrum of scrumsTeam members not talking in daily stand ups Not having a local scrum masterTrying to define more/all specification up frontSending screen shots for Sprint Review/Demo instead of showing working softwareInvolving non-scrum team members in retrospectives

AGILE IMPLEMENTATION – CASE STUDY

T e a m O n s i t e & O ff s h o r e D e v e l o p m e n t , B a n g a l o r e & U K

• Customer had defined the objective of providing seamless customer experience to their customers via the adoption of Omni-channel commerce.

Business process Need

• Deliver an E-Commerce platform as a framework to make it scalable to accommodate any future multi-channel requirements.

Technology Need

• To have a single white label solution for online Selling, irrespective of brand and UI requirements across all websites

IT Development Process Need

• Drive towards agile delivery to introduce shorter delivery cycles across the entire delivery program, establish a ruthless focus on delivering real business and end-customer value, and to nurture a strong collaborative ethos between the IT and Business communities.

THE BIG PICTURE

CategorisationDemandDemand

Planning & Platform

Architecture Impact

Assessment

Solutions Delivery

• Categorisation – Large projects, small changes, operational incidents, self-service

changes

• Architecture Impact assessment

• Balance demand and supply/capacity

• Update Work Roadmap of IT and non-IT work to be delivered

• Update Architecture Landscape / Roadmap

Service Delivery

Roadmap

• Agile methodology to work in a distributed environment

• All IT category work form part of eCommerce “Product Backlog” jointly maintained by

eCommerce business and IT

• Sprint based development - each sprint being a testable and release candidate

• Independent system integration test for a Release spanning sprints driven by automated

regression testing

• Design Authority for design governance

• Automated tool based Environment, release and Change management overlaid on refined

as-is processes

• Website operational SLA tracking and management - backed by operational support matrix including internal teams and suppliers

• Supplier contract management

Product Backlog

Evaluation

& Feasibility

Discovery

Design &

Release

Planning

Build &

Test

Deployme

nt

Support

De

mo

Discovery Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 3 Sprint 4 Sprint 5 Sprint 6 UAT

4 Weeks Sprints – Design, Develop, Test

De

mo

De

mo

De

mo

De

mo

De

mo

Go live

Solution DesignProduct backlog grooming Release planning

Requirements Elicitation & DefinitionProduct backlog and User story creation

Time

4 Weeks

4 Weeks

Performance TestingSecurity Testing

Customer Testing & Bug Fixing

4 Weeks

Process Compliance

and Improvem

entD

elivery Excellence

Reso

urce

& C

ost

man

agem

ent

PMO

Innovation and Value Adds CCoE

AGILE DEVELOPMENT FRAMEWORK

• Agile framework combining the best practices of both of Scrum and XP.

IMPLEMENTATION METHODOLOGYEvaluation & Discovery

•Business requirements•Blueprint including technical feasibility

•Product Backlog updated with MusCoW ratings for Release planning

Solution Design & Release Planning

•Velocity planning and Minimal Viable Product (MVP) finalisation

•Risk, Issues and Dependency management

•Configuration management plan

•Release plan including testing and deployments

Build and Test

•Detailed design, coding, unit and sprint test

•Continuous Integration - build released for testing and acceptance every sprint

•Show & Tell to Business Product Owner

•Build Automation Test Scripts for Ongoing Regression Testing

Deployment and Support

•Release into test for performance and security test

•Release into production upon MVP completion

•Transition support to Business as Usual (BAU)

•Configuration management for supporting parallel BAU and Project delivery

Evaluation & Feasibility Discovery

Design & Release Planning

Build & Test Deployment Support

De

mo

Discovery Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 3 Sprint 4 Sprint 5 Sprint 6 UAT

4 Weeks Sprints – Design, Develop, Test

De

mo

De

mo

De

mo

De

mo

De

mo

Go live

Solution DesignProduct backlog grooming Release planning

Requirements Elicitation & DefinitionProduct backlog and User story creation

Time

4 Weeks

4 Weeks

Performance TestingSecurity Testing

Customer Testing & Bug Fixing

4 Weeks

Pro

cess C

om

plia

nce a

nd

Im

pro

vem

en

tD

eliv

ery

Excelle

nce

Resou

rce &

Cost

man

ag

em

en

tP

MO

Innovation and Value Adds

WEB DEVELOPMENT EXECUTED AS A PROGRAM

Program

Projects

Scrum Team 1

Scrum Team 2

Scrum Team 3

Scrum Team 4

Scrum Team 5

Scrum Team 6

Scrum Team 7

BAU

Scrum Team 1

Scrum Team 2

Scrum Team 3

Scrum Team 4

Scrum Team 5

• Interdependencies between Projects

• Dependencies between Projects and BAU

• Common Code Platform• Each is a part of the overall

program Web deliverables being managed as a Program with 12 scrum teams - facilitates optimization of costs, resources and staffing, integrates and resolves inter project dependencies and deliverables, and thereby ensuring achievement of expected benefits

Goals- Ensure timely completion of all the

milestones in the program roadmap within budget and meeting quality objectives

- Driving value and cost optimization - Improving operational efficiency

SCRUM TEAM ONSITE-OFFSHORE STRUCTURE

• Distributed Roles leverage location and skills advantages

• Ownership and involvement of business demands from local product owners when operating an off-shore development

• Scrum managed through a single view of the Kanban Board and burn-down of user stories

• Code Base can be Single or Multiple and can be managed with Single Version Control System or Distributed Version Control System (DVCS)

• Building Automation Testing with N-1 Sprint Code Developed for ensuring Better Quality throughout with additional development in progress.

Scrum Master

Agile Delivery Lead

Product Owner

TestersDevelopers

TestLead

Tech Lead

Business Analyst

Team

Onsite

Offshore

BAT Tester

SINGLE PRODUCT – LARGE SCALE SCRUM TEAM

• One Product Owner & upto 6 parallel streams to speed up the development

• Sprint Cycles synchronized

• Single Code Base across the teams. Dedicated attention for avoiding Code merge issues

• Area Product Owner, Scrum Master can be from Sonata/Client based on area of expertise

• High-Level MVP is owned by the Main Product Owner and distributed to Area Product Owner.

• Release management team synchronizing all scrum teams

• Quality Control by DevOps

Business LeadsSelling PM &

Programme Manager

IT PM

Supplier 3Supplier 2Supplier 1

Selling Delivery Manager

UI Development

Integration Development

UX Team

Architecture team

Service Delivery

BA

Supply Partners/Offshore Development Customer

Sonata Onshore Technical Leads x3

Suppliers

Testing Manager

Supplier 4

Sonata Development &

Test


Test


Test

ScrumMaster

ScrumMaster

ScrumMaster

DISTRIBUTED SUPPLIER INTERACTION – OFFSHORE & ONSITE

Tools Ecosystem contd..

ALM SCM BUILD CI Analyze Test Release

Continuous Integration

Continuous Quality

Continuous Delivery

“Shift Left Practice” of DevOps being adopted

• Early integration testing through automation

• Early Performance focus through profiling in Dev

• Early security testing

METRICS FOR MEASURING DELIVERY

2

OUTCOME - A STEADY STATE OPERATING MODEL

Program Operating

Model

Demand Categorisa

tion and Product

Roadmap

Agile Developm

ent Delivery

Testing

Application support

and Service Delivery

People – Structure and Skills

& Knowledge developm

ent

• Processes are defined - improved quality and reduced costs, with fewer errors and subsequent re-work

•Stakeholders understand how we do business – reduced confusion and improved satisfaction levels

•Clear direction - decisions keep us going in the right direction

•Delivery times reduced - due to increased efficiency

•Continuous improvement - mechanisms are in place to involve everyone

•Staffing levels are correct - better estimation achievable leading to flexible engagement with suppliers

•Information at hand - the right information is available to influence key decisions

Multi-level Governance

Process definition - what, who and when

Tools

, Te

mpla

tes

&

Guid

elin

es

KPI b

ase

d M

easu

rem

ent

BENEFITS REALIZED

29

•Reduction in Coordination effort •Reduction in Test Support•Reduction in Test Effort•Reduction in Management Effort

10-15% Reduction in Cycle Time

Around 15% Cost Saving

Around 30% Improvement in

Quality Index (Defects/PD)

Speaker Name: C. Padma…………………….

Email ID: [email protected] …………...

Organized byUNICOM Trainings & Seminars Pvt. [email protected]

India Agile Week 2015,Bangalore


THANK YOU

Bangalore

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