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Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology 321Gang [email protected]

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Page 1: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

Scaling Lean-Agile

to Large, Complex

Systems

Harry Koehnemann

Director of Technology

321Gang

[email protected]

Page 2: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Systems Engineering Challenges

Increasing complexity

Rapid reduction in cycle times

Risk meeting customer/market needs

Products in a continuous release cycle

Solutions cross organizational

boundaries (Systems of Systems)

System-wide collaboration demands

(BOF vs. BOM)

Increased product variation

Compliance - contractual, regulatory

2

Page 3: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

3© 2016 Scaled Agile, Inc. All Rights Reserved.

#1 - Take an economic view

#2 - Apply systems thinking

#3 - Assume variability; preserve options

#4 - Build incrementally with fast, integrated learning cycles

#5 - Base milestones on objective evaluation of working systems

#6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths

#7 - Apply cadence, synchronize with cross-domain planning

#8 - Unlock the intrinsic motivation of knowledge workers

#9 - Decentralize decision-making

SAFe Lean-Agile principles

Page 4: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

4© 2016 Scaled Agile, Inc. All Rights Reserved.

Development occurs in an uncertain world

Aggressively evaluate alternatives. Converge specifications and solution set.

—Allen Ward

You cannot possibly know everything at the start

Requirements must be flexible to make economic design choices

Designs must be flexible to support changing requirements

Preservation of options improves economic results

Economic

Trade-offs

Flexible

specifications

Design sets

Page 5: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

5© 2016 Scaled Agile, Inc. All Rights Reserved.

Apply fast learning cycles

Product development is the process of converting uncertainty to knowledge

—Dantar P. Oosterwal

Integration points control

product development

Integration points

accelerate learning

Development can proceed

no faster than the slowest

learning loop

Improvement comes

through synchronization

of design loops and faster

learning cycles

The Lean Machine:

How Harley Davidson Drove

Top-Line Growth and

Profitability with

Revolutionary Lean

Product Development

—Dantar P. Oosterwal

Do

CheckAct

Plan

D

CA

P

D

CA

PD

CA

PD

CA

PD

CA

PD

CA

PD

CA

PD

CA

P

Page 6: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

6© 2016 Scaled Agile, Inc. All Rights Reserved.

Align everyone on a common cadence

Documents Documents Unverified SystemSystem

One PDA cycle

P

DC

A P

DC

A P

DC

A P

DC

A P

DC

A P

DC

A P

DC

A P

DC

A

P

DC

A

System

Specifications

Aligned on a common,

regular cadence

Page 7: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

7© 2016 Scaled Agile, Inc. All Rights Reserved.

Base milestones on objective evaluation of working systems

Regularly assess progress of product, compliance, and process

towards delivery

Product Compliance Process

Improvement

stories

Roadmap

Objectives

Compliance Customer

Feedback

Demo

Incre

me

nt

Incre

me

nt

Incre

me

nt

Page 8: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology
Page 9: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology
Page 10: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

1) Organizing around value

V A L U E S T R E A M1. More focused teams

2. Fewer handoffs, delays, waiting

3. Easier to build in quality

4. Optimizing the system as a whole

Result: Faster delivery, higher quality,

higher customer satisfaction

50-125 practitioners of multiple disciplines.

10

Page 11: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Value Streams may deliver to other VSs

11

Vehicle

Programs

Component Feature

Aligned on a common

cadence

Get comfortable with

Collective Ownership

Requires Continuous

Integration

Leverage Community of

Practices / Scrum of

Scrums

Page 12: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

12© 2016 Scaled Agile, Inc. All Rights Reserved.

Large value streams require multiple ARTs

Organize around capabilities or subsystems

Each train may include multiple engineering disciplines

Powertrain

Ignition

Fuel

Transmission

Performance

Page 13: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

13© 2016 Scaled Agile, Inc. All Rights Reserved.

Ensure EVERYONE is on the value stream

Reduced waste – waiting, delays, hand offs, batch sizes, WIP

Ensure commitment to increment goals

1

3

Quality Safety RegulatorySuppliersCross-

functional

Teams

Product

Manager

(Chief Eng)

Technical

Authorities

(Sys Eng)

Customer

Page 14: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

14© 2016 Scaled Agile, Inc. All Rights Reserved.

Take a Systems View

SAFe takes an end-to-end view of our development system

Intent drives a solution for a customer within a context

Built by a Value Stream aligned on a common cadence

Intent, Solution, and Solution Context all have variability

1

4

Page 15: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

15© 2016 Scaled Agile, Inc. All Rights Reserved.

Solution May Require a Context

Supports Suppliers and Systems-of-Systems

Customer continuously collaborates on multiple dimensions

– Content (backlog), technical, I&T, program/budget

1

5

Solution

Arch/Eng

Systems

DevOps

Solution

Manager

Page 16: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

2) Manage change

Change managed is connected

Kanban systems

Leans traditional “boards”/CCBs

with flow, WIP limits, capacity

matching

Centralizes strategy;

decentralizes decisions

Increases visibility into the flow

Provides hierarchical content

governance system

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Page 17: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

3) Build the solution incrementally

Cadence supports natural Work-In-Process limits that foster

learning cycles across the Value Stream

17

General

DistributionLimited

Distribution

Solution

Ready

Product

Committed

Exploration

Feasibility

P

DC

AP

DC

A P

DC

A

Page 18: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Embrace variability

Allow specification to emerge based on knowledge

Building what we already know, explore what we don’t know

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Fixed

Variable

Solution

Intent

Solution

Context

Solution

Trade study

Capability

Simulation

ModelingModeling

Capability

CapabilityCapability

Page 19: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

MBSE facilitates emergent specifications

Generate specifications from models in Solution Intent

Everyone contributes; everyone takes a systems view

Ensures single source of truth, both as-is and to-be

Feature Spec

Component Spec

Subsystem Spec Fuel

Performance

Ignition ECM

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Page 20: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

:Vehicle

:Motion Base

:Drive

:Chassis

:Accelerator :Radar :Steering :Brake

:Vehicle Control

ctrl

Organize Solution Intent with Models (MBSE)

Communication

Impact analysis

Strategic reuse

Generating compliance

documents

20

System Model

(structure,

behavior,

simulation,

parametrics,

allocations)

Domain

Models

(designs,

analysis, etc.) MCAD Thermal, … Software

Requirements

Model

(functionality,

constraints)

System

ConstraintsCustomer

System

Req

Regulatory

Use Case

Model

Page 21: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

4) Build quality in

21

Software

Continuous integration

Test-First

Refactoring

Pair-work

Collective ownership …

Hardware

Exploratory early iterations

Model Based Systems

Engineering (MBSE)

Set-Based Design

Frequent, system-level

integration

Design verification

Assure every increment of the solution reflects quality standards

Page 22: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Support frequent integration and testing

The goal of frequent integration and testing is to provide

frequent feedback on newly built functionality

Trade-offs are inevitable in terms of:

Frequency of integration

Depth of integration

Fidelity of feedback

Page 23: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Solution Integration is a set of trade-offs

Solution integration is realized as a combination of real subsystems and

proxies of various complexity

Interfaces supports the ability to grow level of fidelity (SIL HIL)

Maturity of infrastructure and practices lowers cost of integration over

time

Bring in manufacturing early; use true production facility

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Page 24: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

Trade-off example: Fidelity of feedback

The cost of integrating an actual subsystem can be too high while substituting it

with a stub may provide no useful information. Every subsystem dictates a

unique trade-off.

Page 25: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Include quality concerns in definition of done (DoD)

Strive for lean process – attack delay, waste, WIP

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• Baseline everything

• Submit compliance docs

• Regulatory sign off

Feature

Story

Story

• Peer review

• Deploy to end-to-end testing env

• Quality review, approval

• Customer signoff

• Generate compliance docs for status

• Assess progress (coverage, sign-off, etc.)

• Deploy to IV&V

Feature

• EVERYONE

commits

Page 26: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

5) Make progress visible

Assess progress at each increment

Evaluate progress of solution and progress towards

compliance

Otherwise, quality and certification are uncertain

Pro

gra

m I

ncre

me

nt

Verification (internal)

• NFRs

• Req coverage

• Code coverage

Validation (external)

• Functional tests, UAT

• Automated/manual

• NFR tests for

compliance

To-date generated

compliance docsTo-date generated

compliance docs

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Page 27: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Measure progress at each System Demo

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Epic Burnup

PI Predictability

Cumulative FlowProgram Board

Epic Progress

Epic DoD

ProgressProduct

Process

PI Demo

PI

ProgressProduct

Process

PI Demo

PI

Page 28: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Adopt SAFe

Map Value Streams …

…Train Everyone…

… And Launch ARTs

Courses Days

Leading SAFe (SA Certificate) 2

SAFe for Teams (SP Certificate) 2

SAFe SM (Certification/Orientation) 2 / ½

SAFe PO (Certification/Orientation) 2 / ½

SAFe PPM 2

Implementing SAFe (SPC Certification) 4

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Page 29: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Your homework assignment

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Page 30: Scaling Lean-Agile to Large, Complex Systemsfiles.meetup.com/11518882/SAFe 4.0 for LSE TALK v6.pdf · Scaling Lean-Agile to Large, Complex Systems Harry Koehnemann Director of Technology

©2012- 2016 321 Gang

Harry Koehnemann

Director of Technology

[email protected]

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