Lean & AgileEnterprise Frameworks

Leading APM, Enterprise Scrum,LeSS, DaD, SAFe, & RAGE Programs

Dr. David F. Rico, PMP, CSEP, ACP, CSM, SAFeTwitter: @dr_david_f_rico

Website: http://www.davidfrico.comLinkedIn: http://www.linkedin.com/in/davidfrico

Facebook: http://www.facebook.com/profile.php?id=1540017424Dave’s Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf

Dave’s Agile Resources: http://www.davidfrico.com/daves-agile-resources.htmAgile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.pdf

Author Background Gov’t contractor with 30+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe

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Career systems & software engineering methodologist Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000NASA, 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 engineeringCloud Computing, SOA, Web Services, FOSS, etc.

Today’s Whirlwind Environment

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•Overruns•Attrition•Escalation•Runaways•Cancellation

GlobalCompetition

DemandingCustomers

OrganizationDownsizing

SystemComplexity

TechnologyChange

VagueRequirements

Work LifeImbalance

•Inefficiency•High O&M•Lower DoQ•Vulnerable•N-M Breach

ReducedIT Budgets

81 MonthCycle Times

RedundantData Centers

Lack ofInteroperability

PoorIT Security

OverburdeningLegacy Systems

ObsoleteTechnology & Skills

Pine, 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 Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.

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 to

profit in a turbulent global business environment The ability to quickly reprioritize use of resources when

requirements, technology, and knowledge shift A very fast response to sudden market changes and

emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery

to converge on an optimal customer solution Maximizing BUSINESS VALUE with right sized, just-

enough, and just-in-time processes and documentationHighsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.

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What are Agile Methods?

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People-centric way to create innovative solutions Product-centric alternative to documents/process Market-centric model to maximize business value

Agile 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.pdf

Customer Collaboration

Working Systems & Software

Individuals & Interactions

Responding to Change

valuedmore than

valuedmore than

valuedmore than

valuedmore than

Contracts

Documentation

Processes

Project Plans

• Frequent comm.• Close proximity• Regular meetings

• Multiple comm. channels• Frequent feedback• Relationship strength

• Leadership• Boundaries• Empowerment

• Competence• Structure• Manageability/Motivation

• Clear objectives• Small/feasible scope• Acceptance criteria

• Timeboxed iterations• Valid operational results• Regular cadence/intervals

• Org. flexibility• Mgt. flexibility• Process flexibility

• System flexibility• Technology flexibility• Infrastructure flexibility

• Contract compliance• Contract deliverables• Contract change orders

• Lifecycle compliance• Process Maturity Level• Regulatory compliance

• Document deliveries• Document comments• Document compliance

• Cost Compliance• Scope Compliance• Schedule Compliance

Agile Enterprise Frameworks

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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.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-governance

eScrum- 2007 -

SAFe- 2007 -

LeSS- 2007 -

DaD- 2012 -

RAGE- 2013 -

•Product Mgt

•Program Mgt

•Project Mgt

•Process Mgt

•Business Mgt

•Market Mgt

•Strategic Mgt

•Portfolio Mgt

•Program Mgt

•Team Mgt

•Quality Mgt

•Delivery Mgt

•Business Mgt

•Portfolio Mgt

•Product Mgt

•Area Mgt

•Sprint Mgt

•Release Mgt

•Business Mgt

•Portfolio Mgt

• Inception

•Construction

• Iterations

•Transition

•Business

•Governance

•Portfolio

•Program

•Project

•Delivery

Enterprise Scrum (eScrum)

Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.

Created by Ken Schwaber of Scrum Alliance in 2007 Application of Scrum at any place in the enterprise Basic Scrum with extensive Backlog grooming

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Scaled Agile Framework (SAFe) Created by Dean Leffingwell of Rally in 2007 Knowledge to scale agile practices to enterprise Hybrid of Kanban, XP release planning, and Scrum

Leffingwell, 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 2008 Scrum for larger projects of 500 to 1,500 people Model to nest product owners, backlogs, and teams

Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.

Product OwnerProduct Backlog AreaProduct Owner

AreaProduct Backlog

SprintBacklog

Daily Scrum15 minutes

Product Backlog Refinement5 - 10% of Sprint

2 - 4 Week Sprint

1 DayFeature Team +Scrum Master

Sprint Planning II2 - 4 hours

SprintPlanning I2 - 4 hours

Potentially ShippableProduct Increment

SprintReview

JointSprintReview

Sprint Retrospective

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Disciplined Agile Delivery (DaD) Created by Scott Ambler of IBM in 2012 People, learning-centric hybrid agile IT delivery Scrum mapping to a model-driven RUP framework

Ambler, 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 2013 Agile governance model for large Scrum projects Traditional-agile hybrid of portfolio-project planning

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-governance 11

Comparison of Frameworks Numerous lean-agile enterprise frameworks emerging eScrum & LeSS were 1st (but SAFe & DaD dominate) SAFe is the most widely-used (with ample resources)

12Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 1024 from http://davidfrico.com/safe-comparison.xls

Factor eScrum SAFe LeSS DaD RAGESimple

Well-Defined Web Portal

Books Measurable

Results Training & Cert

Consultants Tools

Popularity International Fortune 500 Government Lean-Kanban

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.com

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SAFe—Scaling at Team Level Empowered, self-organizing cross-functional teams Hybrid of Scrum PM & XP technical best practices Valuable, fully-tested iterations every two weeks

Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.

Code Quality●Pair development●Emergent design

●Test-first●Refactoring

●Continuous integration●Collective ownership

ProductQuality

CustomerSatisfaction

Predictability Speed

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SAFe—Scaling at Program Level Product and release management team-of-team Common mission, backlog, estimates, and sprints Continuous value delivery via features and benefits

Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.

Agile Release Trains●Driven by vision and roadmap●Lean, economic prioritization●Frequent, quality deliveries●Fast customer feedback●Fixed, reliable cadence

●Regular inspect & adapt CI

Alignment Collaboration

Synchronization Value Delivery

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SAFe—Scaling at Portfolio Level Vision, central strategy, and decentralized control Investment themes, Kanban, and objective metrics Value delivery thru business and architectural epics

Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.

Agile Portfolio Management●Decentralized decision making●Demand-based continuous flow●Lightweight epic business cases

●Decentralized rolling wave planning●Objective measures & milestones●Agile estimating and planning

Strategy InvestmentFunding

Governance ProgramManagement

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SAFe Benefits

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.txt

Cycle time and quality are most notable improvement Productivity on par with Scrum at 10X above normal Data shows SAFe scales to teams of 1,000+ people

Benefit Nokia SEI Telstra BMCTrade

StationDiscount

TireValpak Mitchell

John Deere

Spotify Comcast Average

App Maps Trading DW IT Trading Retail Market Insurance Agricult. Cable PoS

Weeks 95.3 2 52 52 52 52 51

People 520 400 75 300 100 90 300 800 150 120 286

Teams 66 30 9 10 10 9 60 80 15 12 30

Satis 25% 29% 15% 23%

Costs 50% 10% 30%

Product 2000% 25% 10% 678%

Quality 95% 44% 50% 50% 60%

Cycle 600% 600% 300% 50% 300% 370%

ROI 2500% 200% 1350%

Morale 43% 63% 10% 39%

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SAFe Case Studies Most U.S. Fortune 500 companies adopting SAFe Goal to integrate enterprise, portfolios, and systems Capital One going through end-to-end SAFe adoption

John Deere Spotify Comcast• Agricultural automation

• 800 developers on 80 teams

• Rolled out SAFe in one year

• Transitioned to open spaces

• Field issue resolution up 42%

• Quality improvement up 50%

• Warranty expense down 50%

• Time to production down 20%

• Time to market down 20%

• Job engagement up 10%

• Television cable/DVR boxes

• Embedded & server-side

• 150 developers on 15 teams

• Cycle time - 12 to 4 months

• Support 11 million+ DVRs

• Design features vs. layers

• Releases delivered on-time

• 100% capabilities delivered

• 95% requirements delivered

• Fully automated sprint tests

• GUI-based point of sale sys

• Switched from CMMI to SAFe

• 120 developers on 12 teams

• QA to new feature focus

• Used Rally adoption model

• 10% productivity improvement

• 10% cost of quality reduction

• 200% improved defect density

• Production defects down 50%

• Value vs. compliance focus

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.txt

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Enterprise Continuous Delivery Created by Jez Humble of ThoughtWorks in 2011 Includes CM, build, testing, integration, release, etc. Goal is “one-touch” automation of deployment pipeline

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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.

Continuous Delivery (Assembla) Goal of continuous delivery is releases vs. build/tests Market-driven releases creates rapid business value Assembla went from 2 to 45 monthly releases w/CD

20Singleton, A. (2014). Unblock: A guide to the new continuous agile. Needham, MA: Assembla, Inc.

Agile Scaling at Google Google early adopter of agile methods and Scrum Google also uses agile testing at enterprise scale 15,000 developers run 120 million tests per day

21Micco, 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.

• 440 billion unique users run 37 trillion searches each year• Single monolithic code tree with mixed language code• Submissions at head – One branch – All from source• 20+ code changes/minute – 50% code change/month• 5,500+ submissions/day – 120 million tests per day• 80,000 builds per day – 20 million builds per year• Auto code inspections – For low defect density• 10X programming productivity improvement• $150 million in annual labor savings (ROI as a result)

Agile Scaling at Amazon Amazon adopted agile in 1999 and Scrum in 2004 Using enterprise-scale continuous delivery by 2010 30,000+ developers deploy over 8,600 releases a day

22Atlas, 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.

• 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)

Agile Leadership

Rico, 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 http://www.davidfrico.com/agile-vs-trad-contract-manifesto.pdf 23

Personal Project Enterprise• Don't Be a Know-it-All• Be Open & Willing to Learn• Treat People Respectfully• Be Gracious, Humble, & Kind• Listen & Be Slow-to-Speak• Be Patient & Longsuffering• Be Objective & Dispassionate• Don't Micromanage & Direct• Exhibit Maturity & Composure• Don't Escalate or Exacerbate• Don't Gossip or be Negative• Delegate, Empower, & Trust• Gently Coach, Guide, & Lead

• Customer Communication• Product Visioning• Distribution Strategy• Team Development• Standards & Practices• Telecom Infrastructure• Development Tools• High-Context Meetings• Coordination & Governance• F2F Communications• Consensus Based Decisions• Performance Management• Personal Development

• Business Value vs. Scope• Interactions vs. Contracts• Relationship vs. Regulation• Conversation vs. Negotiation• Consensus vs. Dictatorship• Collaboration vs. Control• Openness vs. Adversarialism• Exploration vs. Planning• Incremental vs. All Inclusive• Entrepreneurial vs. Managerial• Creativity vs. Constraints• Satisfaction vs. Compliance• Quality vs. Quantity

Power & authority delegated to the lowest level Tap into the creative nuclear power of team’s talent Coaching, communication, and relationships key skills

Conclusion Lean-agile frameworks & tools emerging in droves Focus on scaling agility to enterprises & portfolios SAFe emerging as the clear international leader

24Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com

SAFe is extremely well-defined in books and InternetSAFe has ample training, certification, consulting, etc.SAFe leads to increased productivity and qualitySAFe is scalable to teams of up to 1,000+ developersSAFe is preferred agile approach of Global 500 firmsSAFe is agile choice for public sector IT acquisitionsSAFe cases and performance data rapidly emerging

Books on ROI of SW Methods Guides to software methods for business leaders Communicates the business value of IT approaches Rosetta stones to unlocking ROI of software methods

http://davidfrico.com/agile-book.htm (Description) http://davidfrico.com/roi-book.htm (Description)

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