This document discusses approaches for scaling agile practices in large organizations. It introduces scaled agile frameworks like SAFe that are used to coordinate agile teams. The presentation covers how agile values are applied at multiple levels from individual teams to programs. Case studies from companies like Salesforce that transformed using scaled agile are presented, showing benefits like reduced time between releases and increased features delivered. The key aspects that change in agile at scale are described, such as moving from big upfront planning to emergent just-in-time approaches and emphasizing leadership over command-and-control styles.
1. Agility @ Scale
(Models , Practices in Large
Organizations)
By
Niranjan Nerlige V
Scaled Agile Meet up ,
Valtech ,Bangalore, India
Date: 4th,
December,2013
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2. Niranjan N.V., M.Tech (IIT-B), PMI-ACP, CSP, CSM, SPC
• Founder of Exelplus Services
• Consultant, Coach and Trainer since 4.5 Years
• Scaled Agile Framework (SAFe) Program Consultant
• PMI-Agile Certified Practitioner (PMI-ACP)
• Certified Scrum Master (CSM)
• Certified Scrum Professional(CSP)
E mail: niranjan@exelplus.com
Website: www.exelplus.com
Linked in Profile: http://in.linkedin.com/in/niranjannerlige/
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3. Service Offerings
•• Agile Training(Scrum,XP
Agile Training(Scrum,XP
and Kanban
and Kanban
•• Scaled Agile
Scaled Agile
Framework(SAFe)
Framework(SAFe)
Trainings
Trainings
•• Function Point Analysis
Function Point Analysis
•• Agile Coaching, Training and Implementation
Agile Coaching, Training and Implementation
•• Scrum Project Management Implementation
Scrum Project Management Implementation
•• Agile Readiness and Maturity Assessments
Agile Readiness and Maturity Assessments
•• Coaching, Consulting, Training Scaled Agile
Coaching, Consulting, Training Scaled Agile
Framework(SAFe)
Framework(SAFe)
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4. Agenda:
- What is Scaling Agile all about
- Applying the Agile @ Scale
- Models for Scaling Agile
- What are we changing in Agile@ Scale
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5. What is Scaling Agile all about
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6. Repeating agile successes in a
team across an organization
(scaling out?)
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10. How do we do this in Large Enterprises ?
Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
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11. Still more space to thinking “The Spirit of Agility for Bigger Problems”
• Big complex system-of-system problems
• Multiple competing stakeholders
• Many cross-dependencies in terms of
requirements, technical dependencies etc
• Multiple Programs and Portfolio management etc
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12. Performance
2nd Wave of Agile
am
rogr
P
Agile
lio
ortfo
/P
am
le Te
Agi
Time
Source: Based on claytonchristensen.com – Innovator’s Dilemma
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13. What Models are used for Scaling
Software Agility
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24. Defining Disciplined Agile Delivery (DAD)
The DAD process framework is an agile
approach to IT solution delivery that is:
• People-first
• Learning-oriented
• Risk and value driven
• Goal-driven
• Hybrid
• Enterprise aware
• Scalable
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25. People First: Potential Roles On Disciplined Agile Teams
Primary roles:
• Stakeholder
• Team Lead
• Product Owner
• Agile Team Member
• Architecture Owner
Secondary roles:
• Domain Expert
• Technical Expert
• Independent Tester
• Integrator
• Specialist
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Source: Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler
26. DAD adopts best practices from several Agile
Methods
Unified Process (UP)
Extreme
Disciplined Agile
Delivery (DAD)
Programming (XP)
Scrum
Lean
Agile
Harmony
Process
Modeling
DAD is a hybrid process framework. DAD adopt best practices and
philosophies from several methodologies
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Source: Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler
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27. Concept: the Agile 3C rhythm
The coordinate-collaborate-conclude rhythm occurs at
several levels on a disciplined agile delivery (DAD) project:
Construction
Transition
Coordinate
Release rhythm
Inception
Collaborate
Conclude
Development
Iteration rhythm
Collaborate
Daily rhythm
Coordination
Meeting
Daily Work
Collaborate
Coordinate
Stabilize
Conclude
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Source: Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler
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29. What is ADM (Adaptive Delivery Methodology)?
ADM is a modified Scrum/XP style of product
development that is specific to Salesforce. It
employs Scrum project management framework,
adopts certain XP practices and is based on lean
principles
• Salesforce.com flavor of agile
• Scrum project management framework
• XP practices
• Based on Lean principles
Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com
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30. What is ADM?
Lean
Lean
Self-organizing
Self-organizing
Agile
Agile
Continuous integration
Continuous integration
Time-boxed
Time-boxed
Ftest --Selenium
Ftest Selenium
Transparent
Transparent
Self-correcting
Self-correcting
Re-factoring
Re-factoring
Collective Code Ownership
Collective Code Ownership
Iterative
Iterative
Code Reviews
Code Reviews
User stories
User stories
Just-in-time
Just-in-time
Debt free
Debt free
Predictable releases
Predictable releases
Early feedback
Early feedback
Always Potentially Releasable
Always Potentially Releasable
Scrum of (Scrum of Scrums)
Scrum of (Scrum of Scrums)
Seasonal Planning Rhythm
Seasonal Planning Rhythm
Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com
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31. Align to Workgroups
Team 16
Team 1
Team 15
Team 2
Team 17
Workgroup 2
Team 6
Team 18
Workgroup 1
Team 19
Team 3
Team 5
Team 4
Team 7
Team 14
Team 8
Team 20
Team 21
Team 22
Team 9
Workgroup 4Team 10
Team 27
Workgroup Team 23
3
Team 26
Team 13
Team 12
Team 11
Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com
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Team 25
Team 24
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33. - SAFe Frame Work
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34. Transformation Results – Salesforce.com
Features Delivered per Team
Days between Major Releases
2000
2001
2002
2003
2004
2005
2006
2007
Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com
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35. +61
%
improvement in “mean time to release” for
major releases in first agile year
Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com
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36. +38
%
Increase in feature requests delivered per
developer in first agile year
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Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com
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38. 88
%
of respondents believe the quality of products
have improved
Source: Agile Leadership Summit,Florida,2008,Steve Green, Saleforce.com
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39. What are we Changing in Agile
Development- Changing Paradigms
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41. Management Culture : “Moving away
from Command and Control” to
• “Leadership & Collaborative”
•Centralized Strategy and Decentralized Execution
•Lean Thinking Managers
•Managers Develop people and People develop
solutions
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42. Requirements & Design: Moving away from “Big & Upfront”
to “Emergent/Just in Time”
• Vision and Backlog
• Just in Time elaboration
•Program Backlogs , Team Backlogs
•Last Responsible Moment Design Decisions
•Intentional Architecture and Architecture Emerges
•Portfolios are guided by Business Use Cases, Business Epics
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43. Implementation:
• Code and Unit Test, Continuous Delivery
• Program Executions done by Release Trains
•Cadence to maintain Release Rhythm,
•System Demos with frequent feedbacks
•Potentially Releasable Features periodically (8-12
Weeks)
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44. Planning :
•Move away from “detailed ,fixed scope ” to ”
Two Levels Plan, fix date , estimate scope”
•Release Planning, Iteration Planning at
Program level & Iteration level.
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45. Regular Reflection & Adapt:
Iteration Retrospectives, Release Retrospectives
•Iteration Retrospectives for Tactical purpose
•Release Retrospectives for Organizational
Impediments
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46. References:
1. Scaling Software Agility, book by Dean Leffingwell
2. A holistic approach to scaling agile at Salesforce.com by
Steve Greene Nicola Dourambeis
3. SAFe Foundations by Scaled Agile Academy
4. Introduction to Disciplined Agile Delivery (DAD) by Scott
Ambler
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47. Thank You For Your Time …………..
Niranjan Nerlige V, M.Tech ( IIT, Bombay), PMI-ACP, SPC,CSP, CSM.
Founder, Chief Consultant , Corporate Trainer and Agile Coach
Exelplus Services
A1, Samhita Vista, 1st Main,
Pai Lay Out, Bangalore-560016
Mobile: 98450 69909
E-Mail: niranjan@exelplus.com
Website: www.exelplus.com
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Notes de l'éditeur
Set some context.
There’s a second wave of Agile adoption that’s happening now.
In this second wave, adoption is happening at scale.
It’s being driven from business imperatives at the portfolio.
And in a trend that’s well under way, the benefits of agile are being applied to large, multi-team programs.
This is consistent with Clayton Christensen’s model for Disruptive Innovations – specifically the idea that disruptive forces in the market start with simpler applications and then move “up-market”.
Mentioned funding challenge.
Funding in SAFe flows from investment themes. Defined budgetary allocations to value streams.
Prescriptive hierarchy of epics – features – teams. Feature level helps avoid the “drowning in user stories” aspect of SCRUM. Business can consume, track and understand work at that level.
Acknowledgement that “there’s no perfect hierarchy”. Rally ALM has strong support for this hierarchical approach to requirements. Want to be able to roll up on work grain, timeline, and team structure.
Epics go through a business case validation. Work can flow for epics, but it can also be initiated at the program level by the product manager (more common). Epics that flow from the top have funding attached over and above the steady-state funding from the investment themes. SAFe does a very good job of addressing funding issues.
Wave 1 Agile focused on reorganizing into cross-functional, self-organizing Scrum teams. Which is still an excellent way to pilot and learn and begin to reimagine an org.
In Wave 2 of Agile, we replicate the team into a team of teams structure.
This will be 50-125 people, typically organized into 5 to 10 teams.
But just replicating the team structure isn’t enough, we also need to define new roles…
A system team will handle integration, system demos, continuous integration and system health.
Release management is a cross-functional team …
Just as scrum standardized practices at team level, SAFe standardizes practices at program and portfolio levels.
This is a consistent with second wave adoption.
In second waves, industry standards emerge.
SAFe is that industry standard. And we know that it works because it’s based on our experiences of the last decade.
One of the reasons SAFe is becoming popular is that it tackles the tough issues – architecture, integration, funding, governance and roles at scale.
=========
New roles in addition to familiar PO, SM, delivery team.
Funding and Governance addressed
Architecture addressed.
Prescriptive and pragmatic. Makes it practical to stand up 5 to 10 agile teams working together in one step.
From this definition, you can see that the DAD process framework has several important characteristics. These characteristics are:
People first
Learning oriented
Agile
Hybrid
IT solution focused
Goal-driven
Delivery focused
Risk and value driven
Enterprise aware
Stakeholder. The people who affect the success of your system and are affected by it.
Team Lead. Responsible for the success of the project and for employing the process to build a system or product
Product Owner. Defines and promotes the vision, goals, and capabilities of the product so team can make decisions. Owns the Product Backlog/Work Item List and defines acceptance criteria for work items; Determines the scope/content of the release (release planning); Defines acceptance criteria for the release and determines when the system is ready for release
Agile Team Member. This is everyone else on the team
Architecture Owner. Responsible for the architecture of the system or subsystems that the team is working on. Mentors and guides the developers in architectural issues, and leads them through technical issues. Understands the architectural direction and standards of their organization and helps to ensure that the team adheres to them appropriately
Domain Expert. Has detailed knowledge about one or more aspects of the problem domain.
Technical Expert. Has detailed technical knowledge needed
Independent Tester. Focuses on complex testing efforts, working parallel but independent of the team.
Integrator. Responsible for building the entire system from its various subsystems.
Specialist. Sometimes component subteams require people focused on narrow specialties.
The secondary roles often occur only at scale.
Agile roles are different than traditional roles, even though they may sound similar to what you are used to.
Many organizations struggle to adopt agile effectively because they’re not willing to make the changes necessary to support these new roles. This is an example of the “Organizational Complexity” scaling factor.
Agile principle # 5: Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
Note that the Architecture Owner role isn’t likely needed on smaller teams (say 10 or less).
Diagram used with permission from the forthcoming book “Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler and Mark Lines publication date June 2012)
DAD is a process framework which you can tailor to meet the needs of the situation which your team finds itself in.
DAD is also a hybrid methodology which adopts best practices, philosophies, and strategies from a range of proven sources including Scrum, XP, UP (e.g. Rational Unified Process, Open Unified Process, Agile Unified Process), Agile Modeling, and others.
Scrum is effectively a subset of XP.
Agile Modeling overlaps a bit with XP (collective ownership, non-solo work, following conventions, …)
Agile methods such as Scrum, XP, and AM include concepts popularized by UP in the 1980s and 1990s, and UP has evolved to address many of the “new” concepts popularized in agile methods.
Diagram used with permission from the forthcoming book “Disciplined Agile Delivery (DAD): An Introduction” by Scott Ambler and Mark Lines publication date June 2012)
Consider things from the point of view of a team member. The daily stand up meeting is followed by work that, at the end of the day, is stabilized and committed. This cyclic rhythm takes place in another rhythm of an iteration. At a still higher level, you have the cyclic rhythm of Inception, Construction, and Transition.
Rhythms are important to keep a large team in sync as well as avoiding burnout.
Suggested reading:
Software Development Rhythms: Harmonizing Agile Practices for Synergy. Kim Man Lui and Keith C. C. Chan (2008)
Values = ideals, what we hold important (e.g. freedom, trust, respect)
Principles = guidelines for behavior in specific circumstances so that you are being true to your values
Practices = specific events that occur or artifacts that you create
Values = ideals, what we hold important (e.g. freedom, trust, respect)
Principles = guidelines for behavior in specific circumstances so that you are being true to your values
Practices = specific events that occur or artifacts that you create
Values = ideals, what we hold important (e.g. freedom, trust, respect)
Principles = guidelines for behavior in specific circumstances so that you are being true to your values
Practices = specific events that occur or artifacts that you create
The Iteration Retrospectives provides the first tactical opportunity for assessment and process improvement. For most teams when they are new to agile it provides key learning opportunity to why they haven't been able to accomplish the objectives the iteration
Release Retrospective helps to identify Organization level impediments must be raised to next level, sponsors.
Eg:
Component Team/Feature teams distributed across too many locations
Key stakeholders were not present at the Release Meeting.