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Lean & AgileEnterprise FrameworksLeading APM, Enterprise Scrum,LeSS, DaD, SAFe, & RAGE ProgramsDr. David F. Rico, PMP, CSEP, ACP, CSM, SAFeTwitter: @dr david f ricoWebsite: http://www.davidfrico.comLinkedIn: http://www.linkedin.com/in/davidfricoFacebook: http://www.facebook.com/profile.php?id 1540017424Dave’s Agile Capabilities: e’s Agile Resources: mAgile Cheat Sheet: -principles.pdf
Author Background Gov’t contractor with 30 years of IT experienceB.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.Large gov’t projects in U.S., Far/Mid-East, & Europe Career systems & software engineering methodologist Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000 NASA, USAF, Navy, Army, DISA, & DARPA projects Published seven books & numerous journal articles Intn’l keynote speaker, 100 talks to 11,000 people Adjunct at GWU, UMBC, UMUC, Argosy, & NDMU Specializes in metrics, models, & cost engineering Cloud Computing, SOA, Web Services, FOSS, etc.2
Today’s Whirlwind EnvironmentWork LifeImbalanceVagueRequirementsReducedIT BudgetsGlobalCompetition Overruns Attrition Escalation Runaways nizationDownsizingSystemComplexity81 MonthCycle TimesRedundantData CentersObsoleteTechnology & Skills Inefficiency High O&M Lower DoQ Vulnerable N-M BreachLack ofInteroperabilityOverburdeningLegacy SystemsPoorIT SecurityPine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second AnnualAFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.3
What is Agility? A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness,lightness, and ease of movement; To be very nimble The ability to create and respond to change in order toprofit in a turbulent global business environment The ability to quickly reprioritize use of resources whenrequirements, technology, and knowledge shift A very fast response to sudden market changes andemerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative deliveryto converge on an optimal customer solution Maximizing BUSINESS VALUE with right sized, justenough, and just-in-time processes and documentation Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.4
What are Agile Methods? People-centric way to create innovative solutionsProduct-centric alternative to documents/processMarket-centric model to maximize business value Customer Collaboration Multiple comm. channels Frequent comm. Frequent feedback Close proximity Relationship strength Regular meetingsIndividuals Leadership Boundaries Empowerment& Interactions Competence Structure Manageability/MotivationWorking Systems & Software Clear objectives Timeboxed iterations Small/feasible scope Valid operational results Regular cadence/intervals Acceptance criteriaResponding to Change System flexibility Org. flexibility Technology flexibility Mgt. flexibility Process flexibility Infrastructure flexibilityvaluedmore thanContracts Contract compliance Contract deliverables Contract change ordersvaluedmore thanProcesses Lifecycle compliance Process Maturity Level Regulatory compliancevaluedmore thanDocumentation Document deliveries Document comments Document compliancevaluedmore thanProject Plans Cost Compliance Scope Compliance Schedule ComplianceAgile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.orgRico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf5
Agile Enterprise Frameworks Dozens of Agile project management models emergedMany stem from principles of Extreme ProgrammingAll include product, project, & team managementeScrum- 2007 -SAFeLeSSDaDRAGE- 2007 -- 2007 -- 2012 - Product Mgt Strategic Mgt Business Mgt Business Mgt Business Program Mgt Portfolio Mgt Portfolio Mgt Portfolio Mgt Governance Project Mgt Program Mgt Product Mgt Inception Portfolio Process Mgt Team Mgt Area Mgt Construction Program Business Mgt Quality Mgt Sprint Mgt Iterations Project Market Mgt Delivery Mgt Release Mgt Transition Delivery- 2013 -Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance6
Enterprise Scrum (eScrum) Created by Ken Schwaber of Scrum Alliance in 2007Application of Scrum at any place in the enterpriseBasic Scrum with extensive Backlog groomingSchwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.7
Scaled Agile Framework (SAFe) Created by Dean Leffingwell of Rally in 2007Knowledge to scale agile practices to enterpriseHybrid of Kanban, XP release planning, and ScrumLeffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.8
Large Scale Scrum (LESS) Created by Craig Larman of Valtech in 2008Scrum for larger projects of 500 to 1,500 peopleModel to nest product owners, backlogs, and teamsDaily Scrum15 minutesFeature Team Scrum MasterSprint Planning II2 - 4 Week Sprint2 - 4 hoursSprint erSprintAreaPlanning IProductProductBacklogOwner2 - 4 hours1 DayProduct Backlog Refinement5 - 10% of SprintPotentially ShippableProduct IncrementSprintReviewJointSprintReviewLarman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.9
Disciplined Agile Delivery (DaD) Created by Scott Ambler of IBM in 2012People, learning-centric hybrid agile IT deliveryScrum mapping to a model-driven RUP frameworkAmbler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.10
Recipes for Agile Governance (RAGE) Created by Kevin Thompson of cPrime in 2013Agile governance model for large Scrum projectsTraditional-agile hybrid of portfolio-project planningThompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance11
Comparison of Frameworks Numerous lean-agile enterprise frameworks emergingeScrum & LeSS were 1st (but SAFe & DaD dominate)SAFe is the most widely-used (with ample resources)FactorSimple Well-Defined Measurable Web PortalBooksResultsTraining & CertConsultantsToolsPopularity eScrumInternationalFortune 500GovernmentLean-Kanban SAFe LeSSDaD RAGE Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 1024 from http://davidfrico.com/safe-comparison.xls12
SAFe Revisited Proven, public well-defined F/W for scaling Lean-Agile Synchronizes alignment, collaboration, and deliveries Quality, execution, alignment, & transparency focus Leffingwell, D. (2014). Scaled agile framework (SAFe). Retrieved June 2, 1024 from http://www.scaledagileframework.com13
SAFe—Scaling at Team Level Empowered, self-organizing cross-functional teamsHybrid of Scrum PM & XP technical best practicesValuable, fully-tested iterations every two weeksCode Quality Pair development Emergent design Test-first Refactoring Continuous integration Collective factionSpeedLeffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.14
SAFe—Scaling at Program Level Product and release management team-of-teamCommon mission, backlog, estimates, and sprintsContinuous value delivery via features and benefitsAgile Release Trains Driven by vision and roadmap Lean, economic prioritization Frequent, quality deliveries Fast customer feedback Fixed, reliable cadence Regular inspect & adapt CIAlignmentCollaborationSynchronizationValue DeliveryLeffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.15
SAFe—Scaling at Portfolio Level Vision, central strategy, and decentralized controlInvestment themes, Kanban, and objective metricsValue delivery thru business and architectural epicsAgile Portfolio Management Decentralized decision making Demand-based continuous flow Lightweight epic business cases Decentralized rolling wave planning Objective measures & milestones Agile estimating and ManagementLeffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.16
SAFe Benefits Cycle time and quality are most notable improvementProductivity on par with Scrum at 10X above normalData shows SAFe scales to teams of 1,000 pak52Product 0%1350%200%63%10%Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC.Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt39%17
SAFe Case Studies Most U.S. Fortune 500 companies adopting SAFeGoal to integrate enterprise, portfolios, and systemsCapital One going through end-to-end SAFe adoptionJohn DeereSpotifyComcast Agricultural automation Television cable/DVR boxes GUI-based point of sale sys 800 developers on 80 teams Embedded & server-side Switched from CMMI to SAFe Rolled out SAFe in one year 150 developers on 15 teams 120 developers on 12 teams Transitioned to open spaces Cycle time - 12 to 4 months QA to new feature focus Field issue resolution up 42% Support 11 million DVRs Used Rally adoption model Quality improvement up 50% Design features vs. layers 10% productivity improvement Warranty expense down 50% Releases delivered on-time 10% cost of quality reduction Time to production down 20% 100% capabilities delivered 200% improved defect density Time to market down 20% 95% requirements delivered Production defects down 50% Job engagement up 10% Fully automated sprint tests Value vs. compliance focusLeffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC.Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt18
Enterprise Continuous Delivery Created by Jez Humble of ThoughtWorks in 2011Includes CM, build, testing, integration, release, etc.Goal is “one-touch” automation of deployment pipeline Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education.Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley.Ohara, D. (2012). Continuous delivery and the world of devops. San Francisco, CA: GigaOM Pro.19
Continuous Delivery (Assembla) Goal of continuous delivery is releases vs. build/testsMarket-driven releases creates rapid business valueAssembla went from 2 to 45 monthly releases w/CDSingleton, A. (2014). Unblock: A guide to the new continuous agile. Needham, MA: Assembla, Inc.20
Agile Scaling at Google Google early adopter of agile methods and ScrumGoogle also uses agile testing at enterprise scale15,000 developers run 120 million tests per day 440 billion unique users run 37 trillion searches each yearSingle monolithic code tree with mixed language codeSubmissions at head – One branch – All from source20 code changes/minute – 50% code change/month5,500 submissions/day – 120 million tests per day80,000 builds per day – 20 million builds per yearAuto code inspections – For low defect density10X programming productivity improvement 150 million in annual labor savings (ROI as a result)Micco, J. (2013). Continuous integration at google scale. Eclipse Con, Boston, MA.Whittaker, J., Arbon, J., & Carollo, J. (2012). How google tests software. Upper Saddle River, NJ: Pearson Education.21
Agile Scaling at Amazon Amazon adopted agile in 1999 and Scrum in 2004Using enterprise-scale continuous delivery by 201030,000 developers deploy over 8,600 releases a day Software deployment every 11.6 seconds (as of 2011) 24,828 to 86,320 releases per Iteration 161,379 to 561,080 releases per Quarter 645,517 to 2,244,320 releases per Year Automatic, split-second roll-forward & backward 75-90% reduction in release-caused outages (0.001%) Millions of times faster (than traditional methods) 4,357,241 to 15,149,160 per traditional release Thousands of times faster (than manual agility) 161,379 to 561,080 per Scrum/SAFe release Used agile methods long before U.S. government (1999)Atlas, A. (2009). Accidental adoption: The story of scrum at amazon.com. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA, 135-140.Jenkins, J. (2011). Velocity culture at amazon.com. Proceedings of the Velocity 2011 Conference, Santa Clara, California, USA.Elisha, S. (2013). Continuous deployment with amazon web services. Proceedings of the AWS Summit 2013, Sydney, New South Wales, Australia.22
Agile Leadership Power & authority delegated to the lowest levelTap into the creative nuclear power of team’s talentCoaching, communication, and relationships key skillsPersonalProjectEnterprise Don't Be a Know-it-All Be Open & Willing to Learn Customer Communication Business Value vs. Scope Product Visioning Interactions vs. Contracts Treat People Respectfully Distribution Strategy Relationship vs. Regulation Team Development Conversation vs. Negotiation Consensus vs. DictatorshipBe Gracious, Humble, & KindListen & Be Slow-to-SpeakBe Patient & LongsufferingBe Objective & Dispassionate Standards & Practices Telecom Infrastructure Development Tools Collaboration vs. Control Openness vs. Adversarialism Exploration vs. Planning Don't Micromanage & Direct High-Context Meetings Exhibit Maturity & Composure Don't Escalate or Exacerbate Don't Gossip or be Negative Coordination & Governance F2F Communications Delegate, Empower, & Trust Performance Management Entrepreneurial vs. Managerial Creativity vs. Constraints Satisfaction vs. Compliance Personal Development Quality vs. Quantity Gently Coach, Guide, & Lead Consensus Based Decisions Incremental vs. All InclusiveRico, D. F. (2013). Agile coaching in high-conflict environments. Retrieved April 11, 2013 from http://davidfrico.com/agile-conflict-mgt.pdfRico, D. F. (2013). Agile project management for virtual distributed teams. Retrieved July 29, 2013 from http://www.davidfrico.com/rico13m.pdfRico, D. F. (2013). Agile vs. traditional contract manifesto. Retrieved March 28, 2013 from anifesto.pdf23
Conclusion Lean-agile frameworks & tools emerging in drovesFocus on scaling agility to enterprises & portfoliosSAFe emerging as the clear international leaderis extremely well-defined in books and Internet SAFe has ample training, certification, consulting, etc. SAFe leads to increased productivity and quality SAFe is scalable to teams of up to 1,000 developers SAFe is preferred agile approach of Global 500 firms SAFe is agile choice for public sector IT acquisitions SAFe cases and performance data rapidly emerging SAFeRico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com24
Books on ROI of SW Methods Guides to software methods for business leadersCommunicates the business value of IT approachesRosetta stones to unlocking ROI of software methods http://davidfrico.com/agile-book.htm (Description)http://davidfrico.com/roi-book.htm (Description)25
Agile Enterprise Frameworks. 6 Dozens of Agile project management models emerged Many stem from principles of Extreme Programming All include product, project, & team management Schwaber, K. (2007). The enterprise and scrum.Redmond, WA: Microsoft Press. Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises.Boston, MA: Pearson Education.
