Agile at scale May 11th 2016
Tomas
Agenda 18:05 10 min
Welcome!
18:15 35 min
Scrum@Scale / Spotify, by Tomas Björkholm
10 min
19:00 35 min 10 min
19:45 35 min 10 min
Q&A Scrum@Scale
SAFe (Scaled Agile Framework), by Jan Grape Q&A SAFe
LeSS (Large Scale Scrum), by Michael Göthe Q&A LeSS
20:30 10 min
Certified LeSS Practitioner, June 15-17
20:40 40 min
Discussion areas: Scrum@Scale, SAFe and LeSS
Jan Grape
Janne
Michael
LeSS with Craig Larman
Jan Grape
Upcoming book § Authors Craig Larman & Bas Vodde
§ Pre-order at Amazon § LeSS practitioners get access to draft version now
Upcoming class - Certified LeSS Practitioner Principles to practices
§ June 15-17 here at Crisp § With co-creator Craig Larman § In-depth about scaled agile from one of the foremost experts § LeSS principles, frameworks, guides, experiments, practices, rules, …. § Sign up at https://crisp.se/kurser
3 frameworks
3 Scaled Agile frameworks
Scrum@Scale
Tomas Björkholm
House of Agile with good precision and low risk New knowledge Mobilizing brainpower
Fast feedback
Be able to react on new knowledge
Continuous improvement (adaptation) Collaboration - High team autonomy
Tomas Björkholm
Collaboration vs. Autonomy Example: How to build a road over the river We’re using the same tools, sprint length, board structure, team size, team setup … - all to make collaboration easy.
Let’s build a road and a bridge to get over the river
Let’s help each other get over the river. Some standards are needed.
High Collaboration
We don’t know what the others are doing, we’re just using our standard process and set-up, to build this road.
Maybe some other team is also trying to get over the water somewhere else. But we don’t care.
Low Collaboration Low Autonomy
High Autonomy
Tomas Björkholm
LeSS a nutshell Michael Göthe
Background
Michael Göthe
LeSS Core concepts § Inspect and adopt framework for organizations § Stay true to Agile Manifesto and Scrum § “Barely sufficient methodology” § Product is central
Michael Göthe
Overview
Michael Göthe
Principles
Michael Göthe
Principles
• Multiple-team Scrum, not multiple Scrum teams • Scrum principles applied to org/product
Michael Göthe
Principles
§ Less roles § Less artifacts § Less process § Less bureaucracy § Less complexity § Less organizational debt
Michael Göthe
LeSS Framework
Michael Göthe
LeSS Huge Framework
Michael Göthe
Structures
Michael Göthe
Structures Specialization in the customer domain to increase collaboration with real users and remove hand-offs • E.g One feature team handling all platforms
Michael Göthe
Technical excellence
Michael Göthe
Technical excellence CI - Working system •
by reducing variability, uncertainty and risk on product level.
Michael Göthe
Management
Michael Göthe
Management Grow organizational capabilities •
Does not manage teams
Michael Göthe
Adoption
Michael Göthe
Adoption • • •
deep and narrow over broad and shallow top-down and bottom-up use volunteering
Michael Göthe
Summary § 11 Principles § 2 Frameworks § 28 +13 Rules § Guides § 600 Experiments
less.works Michael Göthe
Scrum@Scale May 11th 2016
Scrum@Scale
Tomas Björkholm
This is Scrum@Scale • 1 more meeting/group: Executive Action Team • No new roles • 9 areas/modules with goals, inputs and outputs Your work is to discuss how to, given the inputs, reach the modules’ goals and deliver expected output
Tomas Björkholm
Tomas Björkholm
Tomas Björkholm
Tomas Björkholm
Disclaimer This is a simplified version of the framework Scrum@Scale. The examples are my observations and interpretations and is not representing the full truth.
Tomas Björkholm
Tomas Björkholm
0. Executive Action Team Module Goals: • Align the development of the entire organization • Manage the high level transformation process (organize transformation backlog) • Remove impediments outside the teams’ area of influence • Support POs and SMs through mentoring, coaching, challenging, and evolve the organization
Vision & goals regarding organizational culture, structure, values, norms etc.
Business strategy and market trends
Organizational transformation strategy
Identified impediments
0. Executive Action Team Up-to-date Executive Action Backlog
Tomas Björkholm
Feedback on interventions
Examples from Spotify
Tomas Björkholm
Alliance Tribe
Tribe PO
PO
PO
PO
PO
Chapter
Chapter
Chapter
Chapter
Squad Squad Squad Squad
Tomas Björkholm
PO
PO
PO
Squad Squad Squad Squad
Tribe PO
PO
PO
POCLAC
PO
Chapter
Product owner Chapter
PO
Squad Squad
Squad Squad
What Agile coach
Chapter leads
How
Way of working Squad members
Tomas Björkholm
Module goals: • Maximize the flow of complete and quality tested work • Try to increase velocity every sprint • Work in a sustainable way
Potentially shippable increment Artifact transparency
Feedback on product increment
Team-Level Process Ordered product backlog
Tomas Björkholm
Tomas Björkholm
Module goals: • Clearly align the entire organization • Compelling articulate why the organization exists • Describe what the organization will and won’t do
Hypotheses on market needs Clear goals and principles for backlog ordering
Consumer and market insight
Strategic Vision Feedback on released progress
Tomas Björkholm
Tomas Björkholm
Tomas Björkholm
Tomas Björkholm
Module goals: • Identify a clear ordering for products, features and services
Potentially shippable increment Artifact transparency
Feedback on released product
Backlog Prioritization Current product backlog
Tomas Björkholm
Tomas Björkholm
Squad prioritization strategy 100%
Prio 3 - Squad’s own decision
Prio 2 - Bets
0%
Prio 1 - Keep The Lights On
Bets helps us do initiatives where Tribe prioritization is needed. It can either be situations where collaboration between squads are needed or as a way to protect squad initiatives that else might be down prioritized. Tomas Björkholm
Module goals (examples): • Break complex projects into manageable elements • Capture emerging requirements • Ensure backlog items are in a “ready state”
Consolidated and individual team level product backlog
Backlog Decomposition & Refinement Tomas Björkholm
Emerging requirements from feedback and brainstorming Current product backlog
Bet intake w. stake holders (four weeks before new quarter) Bet prioritization w. stake holders (one week before new quarter) Tap planning (1:st day in month)
Planning Follow up
Stake holder update (end of each month) P&A (bi weekly – Thursdays at 13:00)
March Tap
April Tap
May Tap
June Tap
July Tap
August Tap
Tap planning
Tomas Björkholm
Module goals: • Forecast delivery • Communicate snapshot of delivery expectations
Velocity for all teams
Road map Burn down chart
Release planning Ordered product backlog
Tomas Björkholm
Release planning – fixed scope Release burndown chart 400 Work remaining (story points)
300
When will all of this be done?
We’ll be done around sprint 14-16
PO
200
100
1
2
3
4
5
6
7
8
9
10
Sprint
Tomas Björkholm
11
12
13 14
15 16
User story map
Tomas Björkholm
Tomas Björkholm
Tomas Björkholm
34
Module goals: • Deliver a consistent flow valuable finished products • Integrate the work of different teams • Capture and communicate feedback on product release
Product delivery to customers Update to release plan
Feedback on product increment
Release management Steady flow of increments from teams
Tomas Björkholm
Operations
Dev Dev
Tomas Björkholm
Operations squad
Dev squad Dev squad Dev squad
Tomas Björkholm
Module goals: • Understand how users use the product • Capture ideas for new features
Result of experiments Ideas for new features
Product & Release Feedback Tomas Björkholm
Identified integration and release issues Feedback from actual users
Tomas Björkholm
But will the rest of the world like it? Dunno. We’ll find out.
1%
Tomas Björkholm
Watching the data
1500 survey responses
User metrics
Ratin g
Tomas Björkholm
Watching the buzz
Tomas Björkholm
Gradually roll it out again
Tomas Björkholm
Module goals: • Identify impediments that slow teams down • Identify opportunities to get faster
Visibility of impediment status Revealed learning on process experiments
Continuous improvement
Updates on impediment removals Impediments raised by individual Scrum teams
Tomas Björkholm
Module goals: • Coordinate similar processes • Manage dependencies • Alignment of team norms and guidelines
Visibility on team norms Actions to sync backlogs
Identified cross-team dependencies
Cross-Team Coordination Request for changes to norms
Tomas Björkholm
P&A board
Tomas Björkholm
9:05 meeting
Tomas Björkholm
WRAT
Sprint goal pitch line
Impediments
Anatomy
Release burndown
Aggregated Scrum board Tomas Björkholm
External Trouble Reports
Management taking care of impediments
49
Tomas Björkholm
49
Module goals: • Provide all decision makers with data to make a good decision • Shorten feedback cycles • Reach this with minimize additional effort by teams, stakeholders or leadership
Insight for updating strategic vision Context for making frontline decisions
Customer satisfaction
Metrics & Transparency Velocity data for all teams
Tomas Björkholm
Tomas Björkholm
THANK YOU!
Questions?
Tomas Björkholm
SAFe in a nutshell Jan Grape
Jan Grape
This doesn’t scale!
WTF!
#@%&?!
Hey!!
Jan Grape
If we align on a couple of things.. Same release train shares -------ü Rythm ü Priorities ü Ownership It’s easy to coordinate within a release train
We can predict when we need to coordinate with other release trains
Jan Grape
Identifying value streams Car dealerships Identify scenarios where exchange of value happens
Exposure of cars to sell
Banks
$
Every point where exchange of value happens is the beginning and end of a value stream for your company
Consumers
Potential clients
Cars to buy
Car ad site Exposure to partners
$
Assume a black box view of your company
Money isn’t always involved
Potential clients
$ Identify external parties your company deals with
Insurance companies
Jan Grape
Value stream: new customer Car dealership
Exposure of cars to sell
$
Car ad site The value stream may have started earlier with marketing etc.
Receive call
Hand-off
Sell a subscription
Register new customer
Customer service Value adding time
Credit & background check
We get our value
Customer gets his value
Activate new account
Finance
Send account details to customer
Customer service Waiting time
Jan Grape
Login to admin
Add car details
Publish!
Customer/Car dealer
Send invoice
Pay invoice
Finance
Customer
Value stream: add new product feature Car dealership
We need to optimize the whole value chain!
New way of presenting cars
$
We deliver slow! The developers have to work faster!
Car ad site
Receive feature request
Customer service
Receive feature request
Customer service
Screen feature request
Create business case
Product management
Screen feature request
Funding decision
Exec LT
Create business case
Funding decision
Project creation
PMO
Project creation
Requiremen ts analysis
BA
Requiremen ts analysis
Feasibility study
Go decision
R&D
Exec LT
Feasibility study
Go decision
Product design
Implementa tion
Testing
R&D
Product design
Implementa tion
Release creation
RM
Testing
Agile Release Train For creating new features, we form a unit along the value stream called the Agile Release Train
Release creation
Deployment
Sales
OPS
Sales
Deployment
Sales
Sales
Invoice
Finance
Invoice
Finance
Jan Grape
SAFe structure • Funding of release trains • Strategy
Strategic
Portfolio
• Cross-team facilitation • Common resources
Agile Release Train Program
Tactical
Teams
Operational
Jan Grape
• Multiple teams working in parallel • Cross functional teams • Scrum/XP
SAFe – planning cadences § Product management with three planning horizons
Kanban Company specific cadence
Portfolio Strategic
Program Increment 10-12 weeks
Program Tactical
Jan Grape
Sprint 2 weeks
Teams
Operational
§ Synchronized planning and releases for 5-20 teams
RTE
§ Potentially shippable every 2 weeks
Arch
§ Plan on a cadence, release on demand
Ux Ux
PM
Kanban
System Team
SAFe – Agile release train
PM PM
Program Increment Jan Grape 10-12 weeks
PO
SM
PO
SM
PO
SM
PO
SM
PO
SM
Sprint 2 weeks
Plan on a cadence – release on demand
2016
2017 IP
PI 1
IP
PI 2
IP
PI 3
§ Plan regularly § Every two weeks there is a release candidate
IP
PI 4
IP
PI 5
IP
PI 6
IP
PI 7
§ The IP (innovation & planning) sprint – 20% § Hack weeks § Overflow buffer - predictability
§ Release to market when business demands
§ Planning for next Program Increment Jan Grape
Alignment & problem solving Sprint 1
Sprint 2
Sprint 3
Sprint 4
Team Awesome Team Fugees Team black ops Team Knights who say ’ni’ Team Greenhorns Team Sharks
We can now resolve the dependencies required to ship
I can see when stuff is intended to ship!
Jan Grape
IP
SAFe – Backlog flow Enables agility
Strategic themes
Stakeholder input
Portfolio backlog
User Story
Enabler
Alignment across agile release trains
Enabler
Feature
Alignment across development teams
User Story Enabler
Enabler Enables agility
Feature
Business Epic
Kanban
User Story
Feature
Enabler Epic
Feedback
Team backlogs User Story
Feature
Business Epic Business Epic
Program backlog(s)
Stakeholder input
Enables agility
Feedback
JanProgram Grape Increment 10-12 weeks
Feedback
Sprint 2 weeks
Jan Grape
Classic projects § Funding of staff (capacity) is bundled with content
Project Staff (capacity)
Content
§ Money (funding) is used to decide what to build § New content requires new funding and new staff (capacity)
New project New staff (capacity)
Jan Grape
New content
Capacity vs product content Backlog
+
+
–
–
Capacity
Product content
§ The number of development teams
§ What the development teams implement
§ Slow to adjust (firing/hiring + training)
§ Anything not started yet can be replaced at minimal cost
§ Takes several months
§ Small and frequent releases § Takes weeks or even only days Jan Grape
Budgeting with stable agile teams 140000 120000 100000 80000 60000 40000 20000 0
§ Team cost is flat, roughly € 100 000/month § Budget done :-) Development §cost Value of
implemented Business value backlog must exceed cost
§ ROI is determined by value
Jan Grape
SAFe lean agile budgeting Funding of delivery capacity for each Agile Release Train Exactly what to build is decided using backlogs Private banking ART
Portfolio
Program
$$$$$$ Teams
Private banking
B2B ART Program
$$$$$ Retail banking
B2B
Teams
Retail banking ART Program
$$$$$$$$$$ Teams
SAFe components for the die hard agilist Where is the project office?
Decouple financing from content Prioritize using WSJF
Self organized cross team planning
Innovation sprint
