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Scaling  So*ware  Agility  

Armond Mehrabian Portofino Solutions, Inc.

Enterprise Agile Coach and Trainer

Thought  Leadership  

2

Itera(ve  Processes  

Spiral   RAD   RUP…  

Agile  (Adap(ve)  Processes  

Scrum,  XP,  Lean,  Open  UP,  FDD,  Crystal…  

1970   1980   1990   2000  

Predic(ve  Process  

2010  

Enterprise  Agility  Yahoo,    BMC,  Google,    John  Deere,  SalesForce  

Agile  Process  Movement  

3

SeKng  the  Context:  Why  Agile?  

4  

Verifica(on  

Implementa(on  

Design  

Requirements  

:SoBware  

:SoBware  

:SoBware  

:SoBware  

:SoBware  

:SoBware  

:SoBware  

:SoBware  

Documents   Documents   Unverified  Code   SoTware  

Month  1   Month  2   Month  3   Month  4  Start  

4 444 : :

We’ll  be  focusing  on  the  quesIon,  “Why  Agile?”  and  “How  do  we  do  it  at  scale?”  

SeKng  the  Context  

5  

Scrum  is  the  most  widely  used  Agile  frameworks  for  teams.  We’ll  see  how  it  scales  to  the  enterprise.  

Team  

Value  Timebox  

Lots  of  Scrum  teams  

6  

So  why  hasn’t  it  caught  on  in  larger  companies?  

7  

•  Where  are  the  management  roles:    

•  Product  Management?  •  Project  Management?  •  Dev/QA  Management?  

•  Where  are  the  Technical  Specs?  •  Can  anything  significant  get  done  in  2  weeks?  

•  How  will  our  500  engineers  on  5  conInents  collaborate?  

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The  Scaled  Agile  Framework™  is  a  proven  framework  for  applying  Lean  and  Agile  pracIces  at  enterprise  scale  

The  Scaled  Agile  Framework™  

See  Leffingwell,  D.  Agile  So)ware  Requirements:  Lean  Requirements  Prac8ces  for  Teams,  Programs,  and  the  Enterprise    and    www.scalingsoBwareagilityblog.  com  

 Well  codified  in  books  and  web  

 Synchronizes  vision,  planning,  interdependencies,  and  delivery  of  many  teams  

 Works  well  for  teams  of  50-­‐100  

 Has  been  scaled  to  over  hundreds  of  teams  and  thousands  of  people  

 For  more  info,  see  ScaledAgileFramework.com  

V0.81

The  Scaled  Agile  Framework  Big  Picture  

See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

V0.81

The  Scaled  Agile  Framework  Big  Picture  

See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

Release  Planning  Day  

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V0.81

The  Scaled  Agile  Framework  Big  Picture  

See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

Scaled  Agile  Gets  Business  Results  

BMC Software •  We increased individual developer

and team productivity by an estimated 20 percent to 50 percent

John Deere Intelligent Systems Group •  Field Issue resolution time: down 42% •  Warranty Expense: down 50% •  Time to production: down 20%

•  Time to market: 20% faster •  Employee engagement: Up 9.8% (from 71 to 78)

Source: QSM Associates Press Release, Sep 10, 2007

Source: Chad Holdorf of John Deere, at Rally Agile Portfolio Management Roadshow, Dallas, TX, Dec. 13, 2011

  ProducIvity  has  increased  by  at  least  20-­‐25%  

  Time  to  market  and  level  of  quality  has  increased  dramaIcally  

  Nearly  zero  defects  aBer  each  Ire  store  system  release  

  “No  addiIonal  headcount  and  we're  taking  on  more  than  we  ever  have”  

March  12,  2012  News  Release  

“TradeSta8on  Receives  Highest  Ra8ng  In  Barron’s  Magazine’s  Annual  Ranking  of  Online  Brokerage  Firms”  

  Best  Trading  Experience  and  Technology  

  Higher  star-­‐raIng  than  23  other  offerings  leading  brokers,  including  TDAmeritrade,  Charles  Schwab,  Fidelity,  E*TRADE…  

Source: Chris Chapman, Director of Product Development, Discount Tire

John  Deere  ISG  

Source: Keith Black, CTO and VP, Product Development, TradeStation Technologies

Scaled  Agile  Gets  Business  Results  

Real  Business  Benefits  

Our  agile  teams  introduced  50%  less  defects  into  produc8on          −  confidenIal  

Agile  teams  average  37-­‐50%  faster  to  market          −  QSM  research  

“Agile  turned  my  frown  upside  down”  Significant  increase  in  employee  engagement  -­‐  John  Deere  

We  experienced  a  20-­‐50%  increase  in  produc8vity                              −  BMC  Case  Study  

The  biggest  barrier  to  Agile  Adop(on  

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VersionOne,  “State  of  Agile  Development  Survey”,  hnp://www.versionone.com/state_of_agile_development_survey/10/  

CollaboraIon   Control  

CulIvaIon   Competence  

Schneider  Culture  Model  

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Possibility  Oriented  

Reality  Oriented  

People  Oriented  

Company  Oriented  

“We  succeed  by  geXng  and  keeping  control”  

“We  succeed  by  being  the  best”  

“We  succeed  by  growing  people  who  fulfill  our  vision”  

“We  succeed  by  working  together”   X  

The  Scaled  Lean|Agile  Journey  •  A  company  does  not  become  a  Lean|Agile  enterprise;  instead,  it  is  

conInuously  becoming  more  Lean|Agile  

Agile  Teams  

Agile  Programs  

Agile  Technical  Prac(ces  

Agile  Porcolio  Management  and  Agile  Architecture  

Lean  Thinking  Enterprise  

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Lean  Thinking  House  

Product Development

Flow

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Email:  amehrabian@portofinosoluIons.com  Twieer:  @armond_m    Blog:  hnp://www.armondmehrabian.com    hnp://www.scaledagileframework.com  hnp://www.scalingsoBwareagilityblog.com    

Dean  Leffingwell   Drew  Jemilo  

Colin  O’Neal   Alex  Yakyma  

www.scaledagile.com  

Thank  you  for  aeending…  

Q&A  Session  

Armond  Mehrabian  Enterprise  Agile  Coach  and  Trainer  CSP,  PMP,  SPC      Please  provide  your  feedback  for  this  talk:    www.armondmehrabian.com/feedback