Be agile. Scale up. Stay Lean with SAFe by Michael Stump

AGILE MEAGILE ME

AGILE ME SUMMIT 2015

Be Agile. Scale Up. Stay Lean.

with the Scaled Agile Framework®

Michael Stump@michael_p_stump

Managing Director - EMEA

2Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved

We thought we’d be programming like this

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But sometimes it feels like this

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The Management Challenge

It is not enough that management

commit themselves to quality and

productivity, they must know what it

is they must do.

Such a responsibility cannot be

delegated.

—W. Edwards Deming

5Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved

The Scaled Agile Framework® (SAFe®)

A proven, publicly-facing framework for applying

Lean and Agile practices at enterprise scale

ScaledAgileFramework.com

Code Quality

Program Execution

Alignment

Transparency

Values

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Scaled Lean-Agile Principles

Take an economic view

Apply systems thinking

Assume variability; preserve alternatives

Manage risk and efficacy with fast, synchronous learning cycles

Develop systems incrementally; integrate and test frequently

Facilitate flow by reducing batch sizes, managing queue lengths, and limiting WIP

Base milestones on objective evaluation of working systems

Synchronize with cross-domain planning and collaboration

Decentralize decision-making

Unlock the intrinsic motivation of knowledge workers

7Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved

2012 2013 2014

2.0

3.0

1.0

Field Experience at Enterprise Scale

Roots, Past, Present and Future

Agile

Lean

7

Product

Development

Flow

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3.0

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Be Agile.

Nothing Beats an Agile Team

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Mission Aligned and Collaborative

• Empowered, self-organizing, self-managing, cross-functional team

• Delivers valuable, tested, working software every two weeks

• Scrum project management and XP-inspired technical practices;

Kanban too

• Value delivery via User Stories

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Scale Up.

Except a Team of Agile Teams

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Teams of Agile Teams form ARTs

• Self-organizing, self-managing Agile Release Trains

• Delivers working, tested full system increments every two weeks

• Operates with Vision, architecture and UX guidance

• Common sprint lengths and estimating

• Face-to-face release planning for collaboration, alignment, and

adaptation

• Value delivery via Features and Benefits

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Stay Lean.

Working in an Agile Portfolio

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Aligning Programs in an Agile Portfolio

• Centralized strategy, decentralized execution

• Lean-Agile budgeting empowers decision makers

• Kanban systems provide portfolio visibility and WIP limits

• Enterprise architecture guides the larger technology decisions

• Objective metrics support governance and improvement

• Value delivery via Epics

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That Gets Business Results

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Business Results

Happier,

more

motivated

employees

20–50%

increase in

productivity

30–75%

faster time

to market

50%+

defect

reduction

See ScaledAgileFramework.com/case-studies

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CASE STUDIES

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Decreased

time to

market by

27 weeks

20–50%

Productivity

increase

76%

Decrease in

response

time to

customer

requests

20–25%

Increase

in client

satisfaction

SAFe

adoption

leads to

Barron’s

award

50%

Warranty

expense

down

95%

Decrease in

product

defects

Dramatic

improvement

in quality

Better

alignment to

common

vision

Cost down

50%

Better

business-IT

collaboration

Dependencies

and risks

revealed far

in advance

with SAFe

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Faster Flow of Value to the End User

DevOps

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Develop on Cadence. Release on Demand.

Development cadence limits variability to a single PI interval.

Release is on demand.

Release on Demand

Major

ReleaseSubsystem

releaseCustomer

Preview

Major

Release New

Feature

Develop on Cadence

PI PI PI PI PI

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Why DevOps?

Teams still deliver software to deployment in large

batches causing Monday morning effect!

Deployment and release of new software is likely

to be highly manual, error prone and unpredictable

Lack of coordination with Deployment Operations.

DevOps must be on the train to participate in

Program Events

Improves deployment readiness from feature definition all the

way through to the point where users actually benefit

21

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The Problem. Development or Operations?

It works on my machine!

After they deployed our code

to the staging environment, I

can’t login to the application!

After deployment, the

production server cannot

handle the load!

It's not a problem with our

server, it's your code!

23Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved

What is DevOps?

An agile approach to bridge the gap between software

development and IT operations to deliver value faster

Development

Operations

• Create Change

• Add or Modify Features

• Create Stability

• Create or enhance services

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SAFe DevOps Practices for Deployment Pipeline

1. Build and maintain a production equivalent staging

environment

2. Maintain Development and Test Environments to better

match production

3. Deploy to Staging Every Sprint; Deploy to Production

Frequently

4. Put Everything Under Version Control

5. Start Creating the Ability to Automatically Build

Environments

6. Start Automating the Actual Deployment Process

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A Staging environment mitigates risk due to

Development and Production environments being

significantly different

The staging environment “resembles” the Production

environment where validation takes place.

Goal: achieve largely functional

equivalence between Staging and

Production. True equivalency is usually

not economically feasible.

Build and maintain a Production equivalent

Staging environment#1

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Propagate all changes in Production, such as

components or supporting infrastructure back

to the Development, Test and Staging

All new actions required to enable the

deployment flow should be documented in

scripts and automated

Maintain Development and Test

Environments to Better Match Production#2

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Perform System Demos from the Staging environment

Do hard and painful things frequently so they become

routine

Deployment to Production under governance of Release

Management Team:

• Evaluation of any quality, regulatory, security requirements

• Conceptual integrity of the feature set

• Potential impacts to customers

Deploy to Staging every Iteration; Deploy to

Production Frequently#3

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All deployable artifacts, metadata and other

supporting configuration items

New code, all required data (dictionaries, scripts,

look-ups, mappings, etc.), all libraries and ext.

assemblies, configuration files or databases,

application or database servers – everything that

may realistically be updated or modified

Keep automated test and a manageable set of

test data under version control too!

Put Everything Under Version Control#4

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Many deployment problems are due to error

prone manually intensive activities (OS,

applications, data, initiation of jobs in the system)

Establish a reliable deployment process by

automating the environment setup process.

Tools like Virtualization, Infrastructure as a

Service and automating configuration

management jobs make this easier

Start Creating the Ability to Automatically

Build Environments#5

30Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved

Deployment process itself also requires automation

including all steps in the flow e.g.:

• building the code

• creating the test environments and executing tests

• deploying and validating verified code, associated

systems and utilities in the target environments

Requires the full commitment and support of the

organization and Kaizen mindset

Start automating the actual deployment

process#6

31Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved

Summary

Deploying software builds to Production is no

less important than developing and testing new

functionality

Poorly managed deployments that happens too

late in the lifecycle delays value delivery

Engage DevOps in Program level events,

establish environments, practices and disciplined

procedures in support of a continuous

deployment pipeline

DevOps must be on board the Agile Release Train

32Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved

In the new world, it is not the big fish which eats the

small fish, it’s the fast fish which eats the slow fish

Klaus Schwab

Founder and Executive Chairman

World Economic Forum

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Questions?

ScaledAgileFramework.com

ScaledAgileAcademy.com

ScaledAgilePartners.com

…or visit ScaledAgile.com for links to everything

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Be Agile. Scale Up. Stay Lean.

with the Scaled Agile Framework®Agile ME Summit 2015

Michael Stump@michael_p_stump

Managing Director - EMEA