oneill - safe for agile india - february 26, 2014
DESCRIPTION
This presentation was given by Colin ONeill of Scaled Agile Inc. at the Agile India conference in Bangalore, February 26th, 2014.TRANSCRIPT
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1 © 2008 - 2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
© 2008 - 2014 Scaled Agile, Inc. and Leffingwell, LLC.
Scaled Agile Framework ® is a trademark of Leffingwell, LLC.
Achieving Enterprise Agility with
the Scaled Agile Framework...and
Have Fun Doing It!
Better Software Makes the World a Better Place
Presented at Agile India
February 26, 2014
V7.0
Colin O’Neill, President of Asia Pacific Operations
2 © 2008 - 2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Your Presenter - Colin O’Neill
Co-founder, Scaled Agile,
Inc.
SAFe Principal Contributor
and Thought Leader
Lean Value Stream Mapping
enthusiast
Worked with some of the world’s largest companies
including John Deere,
Walmart, and Honeywell
Email:
Creator of SAFe
Founder/CEO Requisite, Inc.
Makers of RequisitePro
Senior VP
Rational Software
Responsible for Rational
Unified Process (RUP) &
Promulgation of UML
Founder/CEO RELA, Inc.
Colorado MEDtech
Co-founder, Scaled Agile,
Inc.
SAFe Principal Contributor
and Thought Leader
Worked with companies
ranging from Lean startups
to $35B global enterprises
Agile Center of Excellence
and Agile Portfolio
Management enthusiast
Email:
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Agenda
Agility at Enterprise Scale Respect
for
People
Product
Develop
ment
Flow
Kaizen
Lean and SAFe
SAFe Results
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Agility at Enterprise Scale
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Setting the Stage
Our modern world runs on software. What doesn't
now, likely will soon
The rate of change continues to rapidly increase
Our constituents are demanding better value for
their tax dollars
But our prior development practices – waterfall,
RAD, iterative and incremental – haven’t kept pace
Agile shows the greatest promise, but was
developed for small team environments
We need a new approach – one that harnesses the
power of Agile and Lean – and applies to the
needs of the largest software enterprises
Our methods must keep pace with an increasingly complex
world
6 © 2008 - 2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
The Scaled Agile Framework (SAFe)
The Scaled Agile Framework is a proven, publicly-facing framework
for applying Lean and Agile practices at enterprise scale
Synchronizes alignment,
collaboration, and delivery
Well defined in books
and on the web
Scales successfully to large
software organizations
Provides consistent
predictability to large
software deliveries
Core values:
1. Code Quality
2. Program Execution
3. Alignment
4. Transparency
®
http://ScaledAgileFramework.com
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Agile Values – The Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
“We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we have
come to value:
http://www.agilemanifesto.org
That is, while there is value in the items on the right, we value
the items on the left more.”
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Agile Delivers Working Software Earlier
4 444 :
Documents Documents Unverified Code Software
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Agile Accelerates Value Delivery
Products are built incrementally, providing fast feedback and
exposing erroneous assumptions
Time
Valu
e D
eliv
ery
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Agile Delivers Better Fit for Purpose
waterfall plan, result
Agile plan,
result
Waterfall
customer
dissatisfaction
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Smaller, More Frequent Releases
Smaller batches
Less work in process
Shorter release dates
Faster feedback
Releases defined by
date, theme, planned
feature set
Release date and
quality are fixed
Scope is the variable
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Agile Turns Development Upside-Down
Waterfall Agile
The plan creates
cost/schedule estimates
The vision creates
feature estimates
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Nothing Beats an Agile Team
Empowered, self-organizing, self-managing cross-
functional teams
Valuable, fully-tested software increments every two weeks
Scrum project management practices and XP-inspired
technical practices
Teams operate under program vision, system, architecture
and user experience guidance
Value delivery via User Stories
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Scale to the Program
Common sprint lengths and estimating
Face-to-face planning cadence for collaboration,
alignment, synchronization, and assessment
Value Delivery via Features and Benefits
Self-organizing, self-managing team-of-agile-teams
Continuous value delivery
Aligned to a common mission via a single backlog
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Scale to the Portfolio
Lean approaches to Strategy and Budgeting, Program
Management, and Governance
Portfolio Vision gives the system an aim
Centralized strategy, decentralized execution
Kanban systems provide portfolio visibility and WIP limits
Objective metrics support governance and kaizen
Value delivery via Business and Architectural Epics
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Lean and SAFe
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Lean Thinking Provides the Tools We Need
Respect for
People
Product
Development
Flow
Kaizen
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Goal: Speed, Value, Quality
THE GOAL:
Sustainably shortest lead time
Best quality and value to
people and society
Most customer delight, lowest
cost, high morale, safety
All we are doing is looking at the timeline,
from the moment the customer gives us
an order to the point where we collect the
cash. And we are reducing the time line by
reducing the non-value added wastes.
Taiichi Ohno
We need to figure out a way to deliver
software so fast that our customers don’t
have time to change their minds.
Mary Poppendieck
Most software problems will exhibit
themselves as a delay.
Al Shalloway
Sustainably shortest lead time
Respect for
People
Product
Development
Flow Kaizen
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Foundation: Leadership
Take responsibility for Lean|Agile
success
Understand and teach Lean|Agile
behaviors
Are trained in practices and tools of
continuous improvement
Teach problem solving and
corrective action
See with their own eyes. “No useful
improvement was ever invented at a
desk”
Develop people. People develop
solutions.
Respect for
People
Product
Development
Flow Kaizen
LEADERSHIP:
Management must be
trained in lean thinking
Bases decisions on this
long term philosophy
Lean Thinking Manager-Teachers
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Respect for People
Develop individuals and
teams; they build products
Empower teams to
continuously improve
Build partnerships based on
trust and mutual respect
Your customer is whoever
consumes your work
Don’t trouble them
Don't overload them
Don't make them wait
Don't impose wishful thinking
Don't force people to do
wasteful work
Equip your teams with problem-
solving tools
Form long-term relationships based
on trust
Respect for
People
Product
Development
Flow Kaizen
People do all the work
PEOPLE:
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Kaizen
A constant sense of danger
Small, steady improvements
Consider all data carefully, then
implement change rapidly
Reflect at key milestones to identify
and improve shortcomings
Use tools like retrospectives, root
cause analysis, and value stream
mapping
Protect the knowledge base by
developing stable personnel and
careful succession systems
“We can do better”
Respect for
People
Product
Development
Flow Kaizen
BECOME RELENTLESS IN:
Reflection
Continuous improvement as
an enterprise value
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Lean and Product Development Flow
Todays’ development processes typically
deliver information asynchronously in large
batches. Flow-based processes deliver
information in a regular cadence of small
batches.
- Don Reinertsen
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Product Development Flow
1. Take an economic view
2. Actively manage queues
3. Understand and exploit
variability
4. Reduce batch sizes
5. Apply WIP constraints
6. Control flow under uncertainty:
cadence and synchronization
7. Get feedback as fast as
possible
8. Decentralize control Reinertsen, Don. Principles of Product Development Flow
Respect for
People
Product
Development
Flow Kaizen
Principles
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#1 – Take an Economic View
Base your decisions on economics
Develop an economic framework
for decision making
Empower local decision making
Do not consider money already
spent
Understand the full value chain
Sequence jobs for maximum
benefit
If you only quantify one thing,
quantify the cost of delay
Lead Time Cost
Value Development
Expense
Risk
Reinertsen, Don. Principles of Product Development Flow
Understanding economics requires
understanding of the interaction amongst
multiple variables
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#2 – Actively Manage Queues
Understand Little’s Law
(Avg wait time = avg queue
length / avg processing rate)
Faster processing time
decreases wait
Control wait times by controlling
queue lengths
Reinertsen, Don. Principles of Product Development Flow
Email from a client service organization: “Thank you for contacting us.
We are experiencing increased volumes and apologize in advance for
the delay. Our goal is to contact you within...”
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#3 – Understand and Exploit Variability
Risk-taking is central to value creation
You cannot add value without
adding variability
Development variability can
increase economic value
Buffers trade money and time
for variability reduction
Schedule buffers convert
uncertain earliness to certain
lateness
Planning and requirements
forecasting are exponentially
easier in short-term horizons.
By investing relatively more in beneficial
areas and abandoning wasteful ones, the
enterprise maximizes economic benefit
Reinertsen, Don. Principles of Product Development Flow
E P I C
E P I C
VA
LU
E
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#4 – Reduce Batch Size
Small batches go through the system faster, with lower
variability
Large batch sizes increase
variability
High utilization increases variability
Severe project slippage is the most
likely result
Reduces cycle time; faster
feedback
Decreases variability and risk
Most important batch is the
transport (handoff) batch
Proximity (co-location) enables
small batch size
Good infrastructure enables
small batches
Fig. Source: Poppendieck. Implementing Lean Software Development Reinertsen, Don. Principles of Product Development Flow
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#5 – Apply WIP Constraints
WIP constraints force capacity matching, increases flow
When WIP and utilization become too high, you will see a sudden and
catastrophic reduction in throughput!
Apply WIP constraints Force capacity matching
Accelerate delivery
Timebox Prevent uncontrolled expansion of work
Make waiting times predictable
Purge lower value projects
when WIP is too high
Increase efficiency and throughput of
remaining work
Constrain local WIP pools Constrain global WIP pools
Make WIP continuously
visible
1) Understand 2) take action
Reinertsen, Don. Principles of Product Development Flow
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39 © 2008 - 2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
#6 – Control Flow Under Uncertainty
Transforms unpredictable events
into predictable events
Delivering on cadence requires
scope or capacity margin
Makes waiting times predictable
– If you can’t predict delivery,
existing programs become
“feature magnets”
Helps manage load by limiting
available time
Synchronization causes multiple
events to happen at the same
time
Synch events facilitate cross
functional tradeoffs of people,
resources and scope
Periodic resynchronization limits
variance to a single time interval
Regular, system wide integration
provides higher fidelity tests and
objective solution assessment
Reinertsen, Don. Principles of Product Development Flow
Cadence and Synchronization are useful Lean tools
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#7 – Get Feedback As Fast As Possible
Truncates unsuccessful paths quickly, reducing
the cost of failure in risk taking
Improves the efficiency of learning by reducing the
time between cause and effect
Facilitated by small batch sizes
Requires increased investment in development
environment to extract smaller signals
Local feedback loops are inherently faster than
global feedback loops; assists decision making
Fast feedback manages risk and facilitates innovation
Reinertsen, Don. Principles of Product Development Flow
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#8 – Decentralize Control
Centralize control for decisions that:
– Are infrequent
– Can be applied globally; have significant economies of
scale
Decentralize control for all others:
– Time critical
– Local decisions have better local information
Inefficiency of decentralization costs less than the value of
faster response time
Control the economic logic behind a decision
– Set the framework, empower others to make the
decisions Reinertsen, Don. Principles of Product Development Flow
Use centralized and decentralized control where appropriate
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SAFe Results
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SAFe Business Results
Average 30-50%
faster to market
Substantial increase
in employee
engagement
50% less defects
into production
Average 20-50%
increase in
productivity
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SAFe Case Studies
See www.ScaledAgileFramework.com/Case-Studies
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Next Steps
Do your homework
Browse the framework
Read the books
Build your expertise with
training and certification
Accelerate value delivery
with your first Agile Release
Train
Get help from the experts
Join the community
Become a Lean
Thinking
Manager-Teacher
Launch Agile
Release Trains
Leverage the
Community
50 © 2008 - 2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Suggested Readings
Reinertsen, Don. 2009. The Principles of Product
Development Flow: Second Generation Lean Product
Development.
The SAFe Way to Lean Software Development
http://scaledagileframework.com/the-safe-way-to-lean-
software-development/
Leffingwell, Dean. 2011. Agile Software Requirements:
Lean Requirements Practices for Teams, Programs, and
the Enterprise.
Kim, Gene, Behr, Kevin, Spafford, George. 2013. The
Phoenix Project. A Novel about IT, DevOps, and Helping
Your Business Win.
51 © 2008 - 2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
Questions?