Agile at enterprice level

Agile at the enterprise level

01/10/2014

Jan De Baere

20+ years in IT 10+ years into Agile5+ years Agile @ scaleChair Agile Consortium Belgium

Jan.debaere@cegeka.be

3

INTRO

Project:

Build 1 long lasting

stable (stand alone) application

In the good old days

In the good old days

Projects in the old days:

Build 1long lasting

stable application

Projects today:

Create/update a complex

dynamic service

?

IT centric Business/user centric

AgileManifesto

2001

SnowbirdExtreme Programming

SCRUM

DSDMAdaptive Software Development

Crystal

Feature-Driven Development

Pragmatic Programming

Global vision

When is Agile useful?

Solution/technology

Requir

em

ents

11

ProcessPostIT’s…

ValuesPrinciplesAttitude

12

SCALING

Development

Classical

Agile

XP

Scrum

Testing

Requirements

DevOps

Scaling

19

SAFE

Portfolio

Program

Team

ScaledAgileFramework

ScaledAgileFrameworke

SAFe is a template, for a large scale software development organisation,that exhibits agility.

SAFe Overview

TeamProgra

mPortfolio

SAFe Overview

TeamProgra

mPortfolio

Scrum master

Product owner

Scrum master

SAFe Overview

TeamProgra

mPortfolio

Product manager

Product manager

Product manager

Product manager

Release train engineer

Product manager

Release train engineerProduct manager

SAFe Overview

TeamProgra

mPortfolio

Program Portfolio manager

Program Portfolio manager

Program Portfolio manager

Program Portfolio manager

Enterprise architect

Epic owner

EA EO

EA EO

EA EO

SAFe Overview

TeamProgra

mPortfolio

62

SOME SAFE ELEMENS

Portfolio

Program

Team

There is more value createdwith overall alignmentthan with local excellence. >> Don. Reinertsen, The Principles of Product Development Flow <<

Epic layer

Feature layer

Story layer

Feature Planning Meeting

• Context• Roadmap• Architecture

ITCPM FO

EA

IT Integrator

71

72

73

Fast feedback optimizes payoff. Tackle highest risk first

Portfolio

Program

Team

System Demo

System Demo

System Team

Constrain WIP to control cycle time and flow. >> Don. Reinertsen, The Principles of Product Development Flow <<

Constrain WIP to control cycle time and flow. >> Don. Reinertsen, The Principles of Product Development Flow <<

WIP = Work In Progress

Portfolio

Program

Team

Epic Kanban

Kanban properties

1. Visualize workflow2. Limit work-in-progress3. Measure and manage flow4. Make process policies explicit5. Use models to recognize improvement

opportunities

1. Visualize workflow

1. Visualize workflow

E

F

G

H

A

B

C

D

1. Visualize workflow

E

F

G

H

A

B

C

D

1. Visualize workflow

2. Limit work-in-progress

E

F

G

H

A

B

C

D

22

1

2. Limit work-in-progress

2. Limit work-in-progress

E

F

G

H

ABCD

22

1

J

I

K

L

M

2. Limit work-in-progress

E

F

G

H

ABC

D

22

1

J

I

K

L

M

3. Measure and manage flow

C

D

A

B

A

4. Make process policies explicit

C

D

B

A

4. Make process policies explicit

C

D

B

AA

5. Use models to improve

22

1

C

D

B

A

32

Kanban

C

D

B

A

22

1

WeightedShortestJobFirst

If you only quantify one thing, quantify the cost of delay. >> Don. Reinertsen, The Principles of Product Development Flow <<

Epic layer

Feature layer

Story layer

Job Sequencing

ROI =ValueCost

ROI =ValueCost

Cost of

Del

ay

Equal Cost of Delay

A: B:$$, 1 day $$, 3 days

C:$$, 10 days

Equal Duration

A:$$$, 3 days B:$$, 3 days

C:$, 3 days

WSJF =Cost of Delay

Duration

ROI =ValueCost

WSJF =

User/Business Value + Time Criticality + RR/OE ValueJob Size

Cost of Delay

Duration

=

ROI =ValueCost

112

Conslusion

Overall alignment Cost of delay

Constrain WIP Fast feedback

WSJF =Cost of Delay

Duration

System Team

ADENDUM

The case against scaling

From EGO to ECO

Visibility

Visibility

Visibility

Silo’s

Collaboration