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Adopting sa fe the theory and the practice (Perth Agile Meetup Aug 2013)
- 1. TELSTRATEMPLATE4X3BLUEBETA|TELPPTV4 ADOPTING LEFFINGWELL'S SCALED AGILE FRAMEWORK: THE THEORY AND PRACTICE EM CAMPBELL-PRETTY, GM STRATEGIC DELIVERY @PrettyAgile www.prettyagile.com MARK RICHARDS, PRINCIPLE CONSULTANT, RICHDATA @MarkAtScale www.agilenotanchy.com
- 2. 5 Wagile Teams 4 Projects
- 3. 3PRESENTATION TITLE | PRESENTER NAME | DATE |
- 4. THE EDW AGILE RELEASE TRAIN Average delivery cycle time down from 12 month to 3 months Frequency of delivery increased from quarterly to fortnightly Cost to deliver down 50% 95% decrease in product defects 100% projects delivered on time and on budget Happy project sponsors (NPS 29) Happy teams (Team NPS 43 )
- 7. THE AGILE RELEASE TRAIN • A virtual organization of 5 – 12 teams (50-100 individuals) that plans, commits, and executes together • Common cadence and normalized story point estimating • Aligned to a common mission via a single program backlog • Operates under architectural and UX guidance • Produces valuable and evaluate-able system-level Potentially Shippable Increments (PSI) every 8-12 weeks The ART is a long-lived, self-organizing team of agile teams that delivers solutions Define new functionality Implement Acceptance Test Deploy Repeat until further notice. Project chartering not required.
- 9. THE BEST WAY TO START Train everyone at the same time Same instructor, same method Cost effective Align all teams to common objectives Commitment Continue training during planning Orientation for specialty roles Open spaces Tool training for teams Training: SAFe ScrumXP Release Planning Enterprise Scrum Master Quickstart Enterprise Product Owner Quickstart Mon Tue Wed Thu Fri Tooltraining You Are Agile, Now When you find the first train, go “All In” and “All at Once”
- 10. HOW WE STARTED
- 11. STRUCTURING THE AGILE RELEASE TRAIN Deployment Services Pipeline Services (connecting, feeding, and shielding the delivery teams. Identification of strategic opportunities) Development Service (engaged and delivering directly to Epic/Feature Owners) Leadership Team ‘Loco’ + Specialist Chapters (virtual teams made from the workers themselves) SD System Team (identifies, manages, and eliminates bottlenecks) Team Collaboration
- 12. VISUALISE THE PROGRAM PORTFOLIO
- 14. RELEASE PLANNING • Two days every 8-12 weeks • Everyone attends in person if at all possible • Product Management owns feature priorities • Development team owns story planning and high-level estimates • Architects, UX folks work as intermediaries for governance, interfaces and dependencies • Result: A committed set of program objectives for the next PSI Cadence-based PSI/Release Planning meetings are the “pacemaker” of the agile enterprise
- 15. „PSI-LITE‟ BECOMES UNITY DAY 1515
- 16. THE FOUNDATION IS LEAN LEADERSHIP 16PRESENTATION TITLE | PRESENTER NAME | DATE | 16PRESENTATION TITLE | PRESENTER NAME | DATE |
- 17. SCALING THE PRODUCT OWNER Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12
- 18. SCALING THE PRODUCT OWNER EPIC OWNER FEATURE OWNER PRODUCT OWNER
- 20. THE RELEASE BOARD FEATURE LEVEL
- 21. CONTINUOUS INTER-TEAM COORDINATION • Agile team members may visit other team‟s… • Backlog grooming: to see what‟s coming next sprint, request adjustments • Sprint planning: request adjustments • Daily standups: follow up on execution • Team Demo: summarize current stage Agile teams self-manage dependencies and resolve risks Agile Team 1 Agile Team 2 Dependent story Join other team scrum ceremony
- 22. SCALING COMMUNICATION: THE DAILY COCKTAIL PARTY 22PRESENTATION TITLE | PRESENTER NAME | DATE | 9:00am 9:15am 930am 9:45am
- 23. SAFE SCRUM / XP
- 25. A LITTLE TASTE OF OUR CULTURE http://www.prettyagile.com/2013/05/the-power-of-haka.html
- 26. QUESTIONS?
Notes de l'éditeur
- About UsEm was business person, now leads the EDW delivery teamMark was my coachMark...
- We started with one pilot project in Feb 2011By October/November we had 5 Agile Teams and 4 projects in flightWe had proven we could deliver more with Agile but we still weren’t getting the type of results we needed to be successful
- I went to Bali on my Xmas holidays.My coach sent me with a reading list, specifically Dean Leffingwell’s scaling software AgilitySat in pool and read bookMessaged Mark “I want a Release Train”As luck would have it, 8 weeks later, I was asked to lead the newly formed EDW Delivery organisation
- Today...
- Mark
- Mark - What is the ART
- Mark – what is an agile release train
- Mark – What’s in your backlog
- Mark – how does Dean’s recommend you start
- Em4 workshops over a couple of weeksA one hour deck from Mark, based on Leading SAFe
- Em – how we chose to structureIn the beginning – Pipeline, Dev & Dep SERVICESPlus – Project management for in flight outsourced projectsLater we added the specialist chapters and loco – more on that later
- EmKanban wall, represents the value streamEvery project is an EPIC, and every card represents an EPICEvery EPIC is on the wall, including outsourced projectsSwim lanes represent teams (Teams have train names)
- Mark
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- Em -Having established the org and the program wall it was time to start planning for our first PSI eventIt was the end of the financial year and we only had a very short pipelineWe originally decided on a PSI lite – one day every four weeksIn the end could not build even a four week backlogRetro – what would we miss – UnityEm – So Unity Day was born as an opportunity for the whole team to spend time together‘At this time, there were 100 people in the group and we didn't know everybodys namesEmUnity Day is the first hour of every iterationThe agenda changes from iteration to iterationGenerally we try to cover, topics like architectural runway, upcoming releases and customer contextIn the beginning there was a big focus on team building and we spent over half of every session on Agile Learning activitiesUnity Day is also used for our Innovation ChallengeToday the session are organised by the team.
- EmServant LeadershipLearning culture, book clubsContinuous improvementSpecialist chapters
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