Spark 2013 Presentation of making the enterprise agile
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Transcript of Spark 2013 Presentation of making the enterprise agile
![Page 1: Spark 2013 Presentation of making the enterprise agile](https://reader034.fdocuments.net/reader034/viewer/2022051323/54b720a64a7959970c8b4630/html5/thumbnails/1.jpg)
A Practical Approach to Large Scale Agile Development
Gary GruverMay 31, 2013
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Gary Gruver:• 24 year veteran in high tech
• Led HP’s 400+ developers on a journey from waterfall to agile development
• Currently VP of QE, Release, and Operations at Macys.com
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4+ Year Large-Scale Agile Journey
400+ engineersaround the world
Over 10M lines of code
High-end LaserJet printers and MFPs
Embedded SW & FW
Digital Sending and HP open Extensibility Platform
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State of the Development Process: 2008
• 6 weeks + to get through a complete testing cycle (mainly manual)
• Build integration taking 15-20% of resources a week to get fixes to main
• Manual testing a key driver and constraint for adding products
• Ongoing customer issues with consistency and lack of features
• Marketing had essentially given up asking for FW innovations
Lengthy Build Integration &
Testing Cycles
Products Lagging the Competition
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State of the Development Process: 2008
• Development costs growing 2.5X from 2004-2008 and the business was still constrained
• Up to 10 different branches (driven by each product release window) in MFP
• CPE driving millions/year in CPE investments
Costs out of control
• 80-90% of resources just porting existing FW to new products and qualifying
• Unable to add new products to the plans due to lack of FW resources
• 20% of resources developing plans that quickly became obsolete
Couldn’t Add Enough
Resources
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Firmware Development Transformation
Consistent Dev Environment
Integrated Tools
Agile Development
with Mini Milestones (Sprints)
Fully automated unit and
system test
One branch for all products
including CPE
Architected for product
variability
Continuous integration and
test system
Organizational Change
Management
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Firmware Development TransformationBreakthrough Capacity for Development
New Customer Capabilities
DefectFixes
• 400+ developers • 10+M LOC• 75,000-100,000 LOC turmoil • 100-150 Commits• 10-15 builds /day • 15,000 hours/day of testing
(90% pass rate)
FutureSmart FW Large Scale Agile Development Engine
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Cycletime Driver Improvements
Build Bosses 1 Week
Number of Builds 1-2
Feedback on Main 1 Commit/Day
Full Manual Registration 6 Weeks
Continuous Integration 3hrs
Continuous Integration 10-15/Day
Autorevert ~100 Commits/Day
Auto Regression Testing 24 Hrs
20112008
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Development Cost Driver Improvements
Code Integration 10%
Detailed Planning 20%
Porting Code 25%
Current Product Support 25%
Manual Testing 15%
Capacity for Innovation ~5%
Continuous Integration 2%
Agile Planning 5%
One Main Branch 15%
One Branch CPE 5%
Most Testing Automated 5%
Capacity for Innovation ~40%
20112008
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State of the art FW development model
Costs out of control
Couldn’t add resources fast enough
Lengthy build, integration and testing cycles
Products lagging the competition
~70% reduction in FW development cost per program
50% reduction in FW headcount
Cont. integration, daily automated regression
Vintage chart unleashed and capacity for innovation
20112008
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Making an Enterprise
Agile
Enabling Small Agile Teams in the Enterprise
VS.
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Scrum Agile≠
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Water
Scrum
Fall
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Improvements Best Driven at the Enterprise Level
✔ ✔ ✔
Business Objectives/Priorities
EnterpriseLevel
ContinuousImprovement
CI/CD and test automation
infrastructure
✔
Planning Process
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Business Objectives (Don’t “Do Agile”)
Define your value proposition
Understand yourcost & cycle-time
drivers
Either automate, eliminate, or engineer out the drivers that aren’t key to the value prop
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Business Objectives (Don’t “Continuous Delivery”)
Increase the quality and frequency of feedback
Reduce the time and resources between release branch & production
Improve deployment repeatability
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Mini-milestone Objectives
Cascading Objectives to Track Progress
ConversationsLearnings
Agile Adjustments
Having real-time metrics is essential for the speed of agile & aligning the org. But don’t manage by metrics.
Use the metrics tounderstand where to have conversations about what is not getting done.
Interative Approach to Agile Management
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Finding the offending codeWhat Code?
When? Are you sure it wasn’t Jez?
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Embedded System Pipeline
Cost of Testing
Drive test escapes upstream
ProductEmulatorSimulator
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Continuous Integration and Test System
L1 Sim(10-14x/day)
L2 Sim(12x/day)
L3 Emu(6x/day)
L4 Sim(1x/day)
STAGE 1
STAGE 2
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Embedded System Pipeline
1 2 3 4 5 60%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sim. Quality bar
Emulator
Sim. Regression
Product
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Building up a Large SW System
Inte
rfac
e Te
st S
imu
lato
r
Agile Comp 1
Agile Comp 2
Agile Comp 3
Agile Comp 4
Agile Comp 5
Agile Comp 6
Legacy Waterfall
IT 1
Legacy Waterfall
IT 2
Legacy Waterfall
IT 3
Agile Comp 1
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One of the biggest challenges with Agile Planning at the enterprise level is getting the organization to accept the uncertainty in SW development and appreciate the flexibility and opportunity.
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Long Term Predictability for SW SchedulesDo we really need the predictability of our current planning processes?Are our current planning processes really that accurate?
100%
Acc
ura
cy
Planning Investment
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A Practical Approach to Large Scale Agile Development
E-mail: [email protected]: largescaleagile.comTwitter: @GRUVERGary