Scrum, XP, and Kanban have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to challenges of building enterprise class software systems. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization- and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
In this talk, Dean Leffingwell describes how to accomplish this with the Scaled Agile Framework, a publicly - accessible knowledge base of proven Lean and Agile practices for enterprise-class software development. He approaches the problem from the perspectives of Lean thinking and principles of product development flow, illustrating how these core principles help deliver business results at scale, while keeping the development system - and the enterprise - lean and responsive to rapidly changing market needs. And since winning is more fun, he’ll also describe some of the personal benefits that come when teams master the art of delivering better enterprise-class software, at an ever faster pace.
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
! Our modern world runs on software. ! What doesn't now, likely will soon ! We’ve had Moore’s Law for hardware, and Moore’s Law
+ for envisioning what software could do ! But, our prior development practices haven’t kept pace ! Agile shows the greatest promise, but was developed
for small teams ! We need a new approach – one that harnesses the
power of Agile and Lean – but applies to the needs of the largest software enterprise
Our development methods must keep pace with an increasingly complex world
! Scrum – Works great. Less filling. Ubiquitous. Scrumptious. Let’s Sprint.
! Extreme Programming – Really great code from really great coders.
We can scale great code. Extremely useful. Let’s Program with it.
! Kanban – Clear thinking on flow, demand management and limiting wip.
Let’s flow, limit WIP and manage demand with it.
! But if these innovative methods don’t have the native constructs to address the view beyond the team − the systems view − shouldn’t we do something about that?
! And, on behalf of millions of practitioners, working on really big systems in really big companies, and struggling badly with existing approaches, don’t we have an obligation to try?
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 where the customer gives us an order to 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
(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...”
A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system. . . . The secret is cooperation between components toward the aim of the organization. – W. Edwards Deming
“A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system.” – W. Edwards Deming