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Agile at Large Scale: Tips for Scaling Agile Successfully
1.
Agile at Large
Scale A Return on Experience from a Large Project 1 © OCTO 2012
2.
Who we are Mathieu
Despriée – Senior Architect – Project Director, Lean & Agile practice leader @mdeocto Hervé Lourdin @HerveLourdin 2 © OCTO 2012
3.
Hypothesis You are not
new with Agile You know what mean: User Story Story Point TDD Continuous Integration Retrospective You know SCRUM 3 © OCTO 2012
4.
We will focus
on differences we noticed at large scale 4 © OCTO 2012
5.
Project context Wish to
create a new innovative product New Technologies, New Architecture Touch screen for front office Web for the back office Strategic project for the company 9500 customers 5 M of sales transactions per day targeted Chosen Methodology: SCRUM 5 © OCTO 2012
6.
After 6 months
of development This 1st agile experiment at large scale burns lot of project management resources The 7 distributed teams have difficulties to integrate their respective developments UA phases are painful because of unstable software A first major version is awaited by the market 6 months later 6 © OCTO 2012
7.
Agenda Create The Flow Quality
At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 7 © OCTO 2012
8.
1 CREATE THE FLOW 8 ©
OCTO 2012
9.
CREATE THE FLOW Visualize
The Flow Rituals At Large Scale Cadence 9 © OCTO 2012
10.
CREATE THE FLOW Visualize
The Flow Rituals At Large Scale Cadence 10 © OCTO 2012
11.
TODO 11 © OCTO 2012 WIP DONE
12.
At large scale,
the Value Stream must be detailed Upstream & Downstream of the development phase 12 © OCTO 2012
13.
…with an electronic
version for geo-distributed teams 13 © OCTO 2012
14.
CREATE THE FLOW Visualize
The Flow Rituals At Large Scale Cadence 14 © OCTO 2012
15.
Team ambassadors Team Lead
Tech Lead 15 © OCTO 2012 Dev. Tester Methodological Coach Ops
16.
Team Leaders Test Leader Ops Leader Problems Only 16 © OCTO 2012 Support Leader CTO
17.
Multi-site demo France 3 teams Moldavia 3
teams Romania 1 team Vietnam 2 teams Skype 17 © OCTO 2012 Mikogo
18.
CREATE THE FLOW Visualize
The Flow Rituals At Large Scale Cadence 18 © OCTO 2012
19.
Iteration Cost Model Costs Coordination
& Steering Transaction Cost Iteration beginning *Source : David Anderson 19 © OCTO 2012 Value Added Work Transaction Cost Iteration end Time
20.
Iteration Cost Model Costs Coordination
& Steering Transaction Cost Value Added Work *Source : David Anderson 20 © OCTO 2012 Transaction Cost 1 week 1 week Iteration beginning ~6 FTE TOTAL : 4 to 5 weeks Iteration end Time
21.
The Lack Of FEED BACK 21 ©
OCTO 2012
22.
On The Project Costs Coordination
& Steering Transaction Cost 1 week Iteration beginning *Source : David Anderson 22 © OCTO 2012 Value Added Work Failure Load TOTAL : 4 to 5 weeks ~6 FTE Transaction Cost 1 week Iteration end Time
23.
Objective : 2
weeks Costs Coordination & Steering Value Added Work 1 day Iteration beginning *Source : David Anderson 23 © OCTO 2012 Failure Load ~6 FTE Transaction Cost 1 week Iteration end Time
24.
Agenda Create The Flow Quality
At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 24 © OCTO 2012
25.
2 QUALITY AT LARGE
SCALE 25 © OCTO 2012
26.
Only one Continuous
Integration Site 2 45 Developers Site 1 Site 3 100 commits/day on Trunk SVN Build + Unit Tests every 3 min Continuous Integration Jenkins/Maven 26 © OCTO 2012
27.
You Gonna Have
To Test All That ! 27 © OCTO 2012
28.
Specifying with Acceptance
Tests sd 28 © OCTO 2012
29.
Specifying with Acceptance
Tests 29 © OCTO 2012 29
30.
STOP THE LINE 30 ©
OCTO 2012
31.
Software Factory Developers Site 2 Site
1 Site 3 SVN Business Analysts Green Pepper Continuous Integration Jenkins/Maven 31 © OCTO 2012
32.
32 © OCTO 2012
33.
You Build it? You
Fix it! 33 © OCTO 2012
34.
2 weeks !! Costs Coordination
& Steering Value Added Work 1 day 0,5 day Failure Load Iteration beginning 34 © OCTO 2012 2 weeks Iteration end Time
35.
Agenda Create The Flow Quality
At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 35 © OCTO 2012
36.
3 36 © OCTO 2012 ADAPT
YOURSELF TO THE FLOW
37.
BETTER TO PUMP EVEN
IF NOTHING HAPPENS THAN TO RISK SOMETHING WORSE HAPPENING BY NOT PUMPING 37 © OCTO 2012
38.
Sprint Planning Costs Coordination &
Steering Value Added Work 1 day 0,5 day Failure Load Iteration beginning 38 © OCTO 2012 Iteration end Time
39.
39 © OCTO 2012
40.
Sprint planning Costs Coordination &
Steering Value Added Work Iteration beginning 40 © OCTO 2012 Iteration end Time
41.
Migrating to “Pure”
Flow : Gains More adaptability for the PO: continuous planning Teams estimate “on the fly” It is not necessary to calculate “how much we can do for this iteration” Stories can’t be “half done” anymore 41 © OCTO 2012
42.
Migrating to “Pure”
Flow : Warnings No more sprint planning does not mean no rituals anymore: Demo are still needed and, Retrospectives are mandatory! No iterative planning anymore but you need to check continuously the buffers 42 © OCTO 2012
43.
Product Backlog Requirement (using tests) Validation on the
fly Acceptance Dev BUFFER BUFFER BUFFER DONE & in PROD Infra gtw (perf, sécu…) CHECK POTENTIAL FLOW DISRUPTIONS 43 © OCTO 2012
44.
Migrating to “Pure”
Flow : Warnings « With Great Power, comes Great Responsibility » Benjamin « Ben » Parker P.O. must be constantly available to support teams on: Planning Business / Functional questions 44 © OCTO 2012
45.
Component Teams 45 © OCTO
2012
46.
Component Teams Team A Component
A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batches FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 46 © OCTO 2012
47.
Component Teams Team A Component
A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batchs FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 47 © OCTO 2012
48.
Component Teams Team A Component
A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batchs FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 48 © OCTO 2012
49.
Feature Teams FEATURE 1 FEATURE
4 Tobacco Team Component A Demat. Team Component B Press Team Component C Telecom Team Component D FEATURE 5 FEATURE 3 FEATURE 6 FEATURE 8 FEATURE 9 FEATURE 2 FEATURE 7 49 © OCTO 2012
50.
Cross-Techno Team Developers Team Leader 50 ©
OCTO 2012 Tester
51.
Feature Teams: Gains Create
expertise on business and Give autonomy: Team / Team members should be able to take decision by themselves Teams can live at their own pace if required by their backlog priorization 51 © OCTO 2012 51
52.
Feature Team As a
counterpart… 52 © OCTO 2012 52
53.
Feature Teams FEATURE 1 FEATURE
4 Tobacco Team Component A Demat. Team Component B Press Team Component C Telecom Team Component D FEATURE 5 FEATURE 3 FEATURE 6 FEATURE 8 FEATURE 9 FEATURE 2 FEATURE 7 53 © OCTO 2012
54.
Communities of Practice 54 ©
OCTO 2012
55.
Community of Practice A
necessary counterbalance to feature-teams The practice leader is a senior developer, who : is in charge of the component architecture makes sure that software is built the correct way facilitates the sharing of practices 55 © OCTO 2012
56.
The Standard “Standard is
the best-known practice, in the project team at the present day, to realise a certain type of task” 56 © OCTO 2012
57.
Hands On 57 © OCTO
2012
58.
Collaborative Design 58 © OCTO
2012
59.
Today’s organisation Facilitation &
methodology PRACTICE LEADERS Release management FEATURE-TEAMS LEADERS .NET 59 © OCTO 2012 Business Area A Business Area B Business Area C Java Tests
60.
Agenda Create The Flow Quality
At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 60 © OCTO 2012
61.
4 STEERING THE FLOW 61 ©
OCTO 2012
62.
The Story Map,
our Roadmap 62 © OCTO 2012
63.
Story Points 63 © OCTO
2012
64.
Story Points 64 © OCTO
2012
65.
65 © OCTO 2012
66.
idea from Jeff
Patton 66 © OCTO 2012
67.
Cumulative Flow Diagram
(CFD) 250 200 INPUT QUEUE number of items STUDY DEV - WIP STUDY DEV - DONE 150 VALIDATION - TODO VALIDATION - WIP Lead Time < 2 weeks DONE - WAIT JAVA DONE - WIP JAVA 100 In Process : 15 User Stories DONE - IN CI DONE - DONE Lead Time = 6 weeks CANCELLED 50 67 © OCTO 2012 29/10… 27/10… 25/10… 21/10… 20/10… 18/10… 14/10… 12/10… 08/10… 06/10… 04/10… 30/09… 28/09… time 24/09… 22/09… 20/09… 16/09… 14/09… 10/09… 08/09… 06/09… 02/09… 31/08… 27/08… 25/08… 23/08… 19/08… 17/08… 13/08… 11/08… 0 09/08… In Process : 30 User Stories
68.
Lead Time Distribution 13 Average
= 11 σ = 12 n = 106 12 11 10 Occurences 9 8 7 6 5 4 3 2 1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 days S 68 © OCTO 2012 M L XL
69.
Features (50%) Improvements (30%) 69 ©
OCTO 2012 http://www.windhamsportspages.com/images/highschool/swimming/2008/122708/boy s/DSC_0779.gif Defects (20%)
70.
Metrics as of
today Delivery: Every month: one major release Every week: one minor release Lead-time: DEV M 4 weeks Q/A PROD 4 to 6 weeks 10 WEEKS DEV L 6 to 8 weeks 6 weeks 14 WEEKS 70 © OCTO 2012 PROD Q/A
71.
Agenda Create The Flow Quality
At Large Scale Adapt Yourself To The Flow Steering The Flow Improve 71 © OCTO 2012
72.
5 IMPROVE 72 © OCTO 2012
73.
Continuous Improvement Improve your
tools Manage problems 73 © OCTO 2012
74.
Continuous Improvement Improve your
tools Manage problems 74 © OCTO 2012
75.
75 © OCTO 2012
76.
DevOps Collaboration Share your
toys ! 76 © OCTO 2012 76
77.
Software Factory • A totally
automated build and deployment pipeline • Deployment to server and terminals in one single click, whatever the target environment • More than 100 deployment to production in 18 months Site 2 Site 1 Site 3 SVN Business Analysts Green Pepper Jenkins Dev Q/A Ops 77 © OCTO 2012 Automated deployment (chef) PROD
78.
Technical and Business
Metrics as Feedback Loop Business Transactions € Load 78 © OCTO 2012 Customer Creations Mbps Connected clients
79.
Continuous Improvement Improve your
tools Manage problems 79 © OCTO 2012
80.
Don’t shoot the
messenger ! 80 © OCTO 2012
81.
Establish a trust
culture 81 © OCTO 2012
82.
Retrospective 82 © OCTO 2012
83.
YOU SAY IT
? YOU OWN IT ! 83 © OCTO 2012
84.
Team Leaders meeting Every
week with CTO, team leaders, tech leaders, ops … Not a planning meeting Open Agenda: We share things that matter Problems Needs Risks Information etc… And … improvement ideas! 84 © OCTO 2012
85.
! CONCLUSIONS 85 © OCTO 2012
86.
Status after 18
months (more than 40 iterations !) 2500 customers on production systems, with a growth of 400 new per month Teams assimilated business and technical knowledge, and methodology Deployment rythm is sustained, deadlines are met A collaboration hand in hand Dev and Ops An actual collaboration between marketing team, and technical teams People saying they wouldn’t go back 86 © OCTO 2012
87.
Key factors of
success Get control over the value production flow Give autonomy and responsabilities to people High trust culture Continuous Improvement There’s no magical Agile recipe : you’ll have to adapt yourself continuously 87 © OCTO 2012
88.
? QUESTIONS / ANSWERS 88 ©
OCTO 2012
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