Page 1 SAFe: A Case Study Expanding agile up into the enterprise using the Scaled Agile Framework HMB
Page About Heath Murphy, PMP, MCSD 2 • I’m an agile enthusiast working for a pretty kick ass consulting company, HMB What am I? • I do a little bit of everything • I live in Columbus, Ohio therefore that makes Developer 65% me a huge Ohio State Buckeye fan. It’s a state Architect 80% law! • Project Manager 90% I like Cats • I Pumpkin Beer Agile Coach 70% • And yes…. I look very much like these guys: HMB
Page 3 Before we Start SAFe I’m not affiliated with Scaled Agile, Inc. Callouts It’s not easy! Transformations take time and energy For you purists Agile = Scrum (Scrum.org) Ask Questions, have fun I love this stuff! HMB
Page 4 Today’s Outline Agile Baseline SAFe Case Study Questions A one slide over and A deep dive analysis of how What is it and why should I Don’t wait. Ask any time! discussion of what happens at SAFe helped solve scale care? scale issues with an HMB client HMB
Page 5 The Agile Slide Change Product Backlog Production Deployment The Product Owner The Scrum Master Sprint Task Breakdown Sprint Backlog Sprint Sprint Sprint Planning Demo Retrospective Sprint The Development Team Process Improvement HMB
Page 6 When Agile Grows Project & Team Dependencies at Scale Project 1 Agile Project Agile Team Team Project 2 Project 2 Project 3 Agile Team Project 2 Project 4 Project 1 Project 3 Agile Team Agile Project 4 Team Project 2 Project 2 Project 2 Agile Team Project 3 Agile Team Project 4 HMB
Page 7 Enter Safe … The elevator pitch “You’re doing agile and your doing it well. You’ve grown your team size to the point where the business can no longer keep up with a waterfall approach to portfolio management. Dependencies between teams and projects cause delays and changing project priorities have unforeseen downstream effects. Enter SAFe, an open framework for applying agile patterns at enterprise scale. ” HMB
Page 8 Versions About SAFe Certifications • 1.0 released in 2011 Programs are available on their The Scaled Agile Framework is an open set of site to get certified guidelines designed to manage a large number of • 4.0 is the current version teams working in an enterprise agile environment. • 3 - level http://www.scaledagileframework.com/ • 4 - level HMB
Page 9 SAFe The Big Picture HMB
Page 10 HMB
Page Page 11 11 The Levels Plain ole’ vanilla agile! Team The heart of the ART (Agile Release Train) Program The PMO of agile Portfolio HMB
Page Page 12 12 The People The usual suspects Team System Architects, Product Managers, Business Owners Program Epic Owners, Sponsors, Enterprise Architects Portfolio HMB
Page Page 13 13 The Backlogs Team Product & Sprint Backlogs Program Program & Release Backlogs Portfolio Portfolio Backlog Kanban HMB
Page Page 14 14 The Cadence Team Sprints Program PI (Program Portfolio Increment) & Kanban Review Releases Cycles Continuous Delivery Release any time based on current market conditions HMB
Page Page 15 15 The Quality QA Inspect & Retrospect Quality is present at all levels in many fashions HMB
Page 16 Well, duh! HMB
Page 17 Case Study A SAFe implementation HMB
Page 18 About the Client A global leader in power and automation technologies Zurich (HQ) Canada India SMEs Dev Teams Dev Teams Westerville, OH Poland India Client Site Dev Teams QA Teams HMB
Page 19 About the Client The story so far… Idea Man Engineer with over 30 The Developer years of experience Business Man Turn it into a product Make it work, get buy in. A “start - up” in a large company The three person team that started a global success HMB
Page 20 Scaling Problems When more than 3 people are not enough There was no one accountable for the portfolio Cowboy Coding… Product managers jockeying for their projects Release schedules were not coordinated which led to schedule It only goes so far collisions Three people led to one team which eventually led to 7 teams working across the globe HMB
Page 21 The “Littler Picture” A SAFe implementation HMB
Page 22 HMB
Page 23 Terms & Definitions Architecture Epic Large, typically cross- cutting technology PI (Program Increment) initiatives that are Business Epic necessary to evolve A group of feature epics Large, typically cross- portfolio solutions to that are planned and cutting customer-facing support current and scheduled during a initiatives that future business needs. release planning encapsulate the new meeting. A PI will often development necessary span multiple team to realize certain sprints. business benefits. Strategic Theme ART (Agile Release Train) Specific, itemized business objectives that A set of agile teams connect portfolio vision working together to to the evolving deliver program enterprise business increments on a set strategy. cadence. HMB
Page 24 Portfolio Incubation Strategic Themes defined by upper 01 management typically span multiple years All architecture & business requests 02 must fit into a theme Ideas Ideas are incubated into VersionOne 03 and periodically reviewed. Business owners and architects are 04 The entry point into the responsible for epics being incubated. process HMB
Page 25 Portfolio Planning The Kanban board Canvas Incubated ideas A Portfolio Epic Review Ready for next review cycle begins life… Analysis Requests (ideas) become Portfolio Epics Product Manager’s current and begin life on the planning board. This priority. BA most likely assigned is a separate planning “room” in VersionOne. Backlog Prioritized and ready to begin work In Progress Currently being worked in a PI HMB
Page 26 Portfolio Prioritization Move across the Kanban board The Portfolio Planning Meeting REQUIRED Monthly reoccurring meeting scheduled with product managers and architects to share information about their epics with upper management. Priority Readiness Status Funding Review Updates HMB
Page 27 Program Epic Creation Feature Epics Portfolio Epic At the program level we called these feature epics Breakdown More Detailed Workflow Feature epics require more Business analysts work in conjunction refinement with the epic owners and technical team to break down portfolio epics into Swag & Priority program level epics. Epic owners are All epics in the backlog must be now the BAs and Architects. prioritized and estimated Cross Cutting Often times QA & Tech/Team leads are involved HMB
Page 28 Release Planning All aboard the ART (Agile Release Train) REQUIRED Another formalized meeting. If you don’t have a release planning meeting you’re not doing SAFe. It akin to skipping a sprint planning meeting! All Members Attend Top to bottom all members attend. Product manager and business owners discuss why feature epics are important. Architects discuss architectural runway. End goal is to plan one or more PIs to reach a release. HMB
Page 29 Release Timeline Visually monitoring the train’s progress Feature epics “on the train” are scheduled and maintained by the RTE (Release Train Conductor). VersionOne allowed a timeline view into the work. Keep in mind multiple teams are working from this same backlog. HMB
Page 30 Release Review Managing the ART (Agile Release Train) Inspect Release Review Meeting The release review board meets on a scheduled cadence with the goal of reviewing the productivity of the ARTs to ensure the PI will meet the business goals. REQUIRED Feature epics are reanalyzed and the user stories that make up the epics are scheduled into sprints for the teams. HMB
Page 31 The Teams The same ole agile Working towards a PI All teams perform sprints working from stories created from the feature epics. This may include shared services teams such as DBAs, QA, architect or even documentation teams. ART Ticket The teams are responsible for getting their stories onto the ART. They are accountable. Stabilize Final sprint for all teams allows for final QA and stabilization tasks HMB
Page 32 The Metrics What should we be tracking? Team-level Agile Velocity, capacity, burndown, Backlog Depth estimate accuracy, effectiveness Ensuring that the portfolio & (stories started but not finished) program keep pace with teams Visibility Epic Burnup Portfolio & feature epics must Portfolio epics creeping be visibility on the board to be towards their approved in-scope budgets ART Capacity Release Burndown Teams may fluctuate. A quick gauge of how healthy VersionOne shows a loading the release is. bar on the timeline. HMB
Page 33 The Results A continuous work in progress Collaboration Visibility and cadence led to new levels of collaboration Processes in place All together it took a little over 1 year to integrate SAFe processes. HMB
Page 34 Remaining Questions? ? ? ? ? ? HMB
Page 35 Stay in Touch 10200 Forest Green Blvd #112 Louisville, KY 40223 570 Polaris Parkway, Suite 125 Westerville, OH, 43082 +1 502 649 1981 solutions@hmbnet.com www.hmbnet.com HMB
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